Art and technology: A comparative study of policy legitimation

The legitimation of technology policy is discussed from the point of view of the neoclassical and of the dynamic, Schumpeterian, approach. The results are presented, using the traditional categories of policy legitimation in welfare theory: public goods, externalities, and merit goods. Art policy legitimation is discussed within the same conceptual framework. The application of the dynamic approach to art policy leads to conclusions similar to the general conclusions about technology policy. A review of the postwar development of (Dutch) art policy supports the impression that art policy may be on its way to become a subspecies of technology policy

Selection system orientations as an explanation for the differences between dual leaders of the same organization in their perception of organizational performance

We investigate to what extent individual managers operating in a dual leadership structure have different perceptions of how well his/her organization is performing. Using selection system theory we develop hypotheses on the relationships between a leader’s selection system orientation and his/her perception of performance along multiple dimensions: market performance, expert performance and peer performance. The hypotheses are tested using dyadic data from 59 organizations in the performing arts led by two—hierarchically equivalent—managers. Our results show that dual leaders’ differences in terms of market orientation and expert orientation relate positively to perceived performance differences along the same dimensions. This relationship is not found with respect to peer selection orientation. Generally, the relationship between orientation differences and perceived performance differences is stronger if the process of interpreting signals to construct a perception of organizational performance leaves more room for equivocality and uncertainty

Exploration and exploitation activities for design innovation

This paper focuses on design innovation: that is, the development of products that are new in terms of products’ appearance, the emotions products evoke, and/or the way they enable customers to express their identity. Although prior research acknowledges the importance of design innovation for product and organisational performance, studies on how to manage design innovation are relatively scarce. The present study attempts to fill this gap by investigating design innovation and its management in terms of the degree of exploration and exploitation activities and designers’ decision freedom when developing new offerings. We collected data on projects in which external design consultancies were actively involved during the development process (n = 83). For each project, we surveyed both the external senior designer a