The routinisation of management controls in software.

Author's post-print version. Final version published by Springer; available online at http://link.springer.com/Our paper aims to explore management control as complex and intertwining process over time, rather than the (mainstream) fixation on rational, optimising tools for ensuring business success. We set out to contribute towards our understanding of why and how particular management controls evolve over time as they do. We discuss how the management control routines of one organisation emerged and reproduced (through software), and moved towards a situation of becoming accepted and generally unquestioned across much of the industry. The creativity and championing of one particular person was found to be especially important in this unfolding change process. Our case study illuminates how management control (software) routines can be an important carrier of organisational knowledge, both as an engine for continuity but also potentially as a catalyst for change. We capture this process by means of exploring the ‘life-story’ of a piece of software that is adopted in the corrugated container industry

Routine dynamics in action: replication and transformation

Contains an Open Access chapter.This book explores central themes in the enactment and coordination of organizational routines, including replication and transfer, ecologies and interdependence, action and the generation of novelty and technology and sociomateriality.

Evolution and change in industrial clusters: An analysis of Hsinchu and Sophia Antipolis

The aim of this paper is to advance understandings of the processes of cluster-building and evolution, or transformative and adaptive change, through the conscious design and reflective activities of private and public actors. A model of transformation is developed which illustrates the importance of actors becoming exposed to new ideas and visions for industrial change by political entrepreneurs and external networks. Further, actors must be guided in their decision-making and action by the new vision, and this requires that they are persuaded of its viability through the provision of test cases and supportive resources and institutions. In order for new ideas to become guiding models, actors must be convinced of their desirability through the portrayal of models as a means of confronting competitive challenges and serving the economic interests of the city/region. Subsequent adaptive change is iterative and reflexive, involving a process of strategic learning amongst key industrial and political actors

Do collaboratories mean the end of face-to-face interactions? An evidence from the ISEE project

Scientific collaboration encompasses two main issues: knowledge sharing and trust. Geographical distance has an impact on both. Our purpose is to test the impact of information and communication technologies (ICT) sophistication on remote collaboration: do collaboratories mean the end of face-to-face interactions? We first analyse the importance of geographical proximity with regard to knowledge transfer and trust. For both, we address the main problems set by geographical distance and the answers provided by ICT. These technologies come in a rich variety in a 'collaboratory'. They can be classified according to two criteria: their degree of synchronisation and the 'quality' of the communication cues. It turns out that the diversity of technical solutions can lead to firm solutions or palliatives to overcoming the barriers of geographical proximity. A case study in the field of space physics allows us to test our hypotheses.Collaboratory, ICT classification, Knowledge transfer, Trust, Geographical proximity, Space physics,

Defense Firms Adapting to Major Changes in the French R&D Funding System

The structural changes inside the French innovation system have impacted the role of defense firms since the late 1980s. Major changes have affected the defense budget and public R&D funding system in particular. The aim of this article is to understand French defense firms’ repositioning within the National Innovation System (NIS) based on an analysis of their R&D behavior over a long period of time (1987–2010). We show that French defense firms remain major players in the NIS and faced up to these major changes by adapting the funding of their R&D and their research priorities and rolling out new innovation capabilities. Additionally, they developed new innovation models to take advantage of new collaborative partnerships developed for civil and military markets. © 2018, © 2018 Informa UK Limited, trading as Taylor & Francis Group