Innovation as a community-spanning process: strategies to handle path dependency.

In this paper, we further develop and apply the notions of path creation and path dependency during technological innovation processes. The process of technological innovation is portrayed as an activity of spanning boundaries between and across communities of practitioners. Communities of practice are characterised by shared beliefs, evaluation routines and artefacts. These beliefs, routines and artefacts create powerful path-dependencies that inhibit path-breaking innovations. Based on exploratory empirical research, a model on handling path-dependency during the creation of technological innovations is proposed.Processes; Strategy; Evaluation; Innovations; Model;

Time, space and constructive capabilities. Translating paradoxical innovation requirements into comprehensive organizational arrangements: a socio-cognitive perspective.

When innovating, interaction is beneficial for (1) exploring problem definition spaces and (2) exploiting them. The social processes in which both activities unfold, display paradoxical characteristics which can be addressed by introducing space and time as (organizational) design variables. Complementary arrangements that connect space and time are needed in order for such organizational forms to be sustainable. Propositions in this respect, which build directly on the specific nature of knowledge creation processes, are elaborated.Characteristics; Design; Innovation; Knowledge; Processes; Requirements; Space; Time; Variables;

Explorative R&D collaboration: Searching for effective and efficient governance mechanisms.

Explorative R&D collaboration is an important alternative for the internal development of new technologies. The high failure rate of this type of inter-organizational collaboration, however, indicates that governing explorative R&D collaboration is not a straightforward task. Moreover, we argue that different theoretical perspectives have formulated contradictory advice of how to govern explorative R&D collaboration. Given high risks of opportunistic behavior and high coordination costs within explorative R&D collaboration, Transaction Cost Economics and Organization Theory emphasize the need for formal governance mechanisms. The innovation literature, however, stresses that formal governance mechanisms prohibit the carrying out of explorative activities which are necessary to develop new technologies. We also suggest two alternatives to address these paradoxical requirements. In specific, we argue that effective and efficient governance of explorative R&D collaboration can be achieved by 1) collecting second-hand information about potential partners, allowing for the substitution of formal governance by relational governance, and 2) combining formal and relational governance mechanisms. Based on these theoretical findings, we emphasize the importance of longitudinal, multi-level research to study the characteristics and dynamics of different governance mechanisms within inter-organizational collaboration.Behavior; Characteristics; Coordination; Cost; Costs; Dynamics; Economics; Governance; Information; Innovation; Organization theory; R&D; Requirements; Research; Risk; Studies; Substitution; Technology; Theory; Transaction cost;

Exploring requisites and antecedents of continuous innovation.

When innovating, an organization needs to be capable of (1) exploring problem definition spaces and (2) exploiting them. The processes in which both activities unfold, display paradoxical characteristics which can be addressed by adopting ambidextrous organizational forms. Analyzing underlying value dynamics indicate that such forms will only be sustainable to the extent that cross-fertilization between both types of activity is achieved. These findings underscore the relevancy of interface management practices directed towards enacting synergies.

Innovation et apprentissage organisational : quatre modèles de dialogue entre la logique dominante et la logique nouvelle

Ce texte définit l’innovation comme un processus social et le changement comme une tension entre la logique nouvelle et la logique dominante au sein de l’organisation. A partir d’une étude empirique, les auteurs décrivent quatre types de dialogues révélés par quatre stratégies de changement : le changement imposé du sommet (modèle du pouvoir/ influence), le changement par la persuasion (modèle de la vente), le changement qui s’appuie sur la rationalité technique (modèle de l’expert), le changement consensuel émergent (modèle de l’apprentissage/confron-tation). Ils en discutent les implications pour l’apprentissage organisationnel.In this text, innovation is defined as a social process, and change as a tension between the dominant logic and a new logic. Four distinct strategies (or types of dialog) dealing with these tensions are presented from the analyses of field rsearch. The authors describe the power/influence model, the sales model, the expert model, and the confrontational learning model. They discuss their implications for organizational learning

Het gedrag van de Belgische consument in de korte periode : een economisch-psychologische benadering. Deel II : Resultaten en besluiten

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De consumptiemaatschappij : dwangbeeld of uitdaging

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"Mining in the biosphere": learning to deal with power in multi-actor collaboration

The intricate character of sustainability-related problems calls for collaborative solutions. However, tension exists between collaborative and power strategies because more and less powerful actors often have opposite interests. Empowering less powerful (and excluded) actors becomes as necessary as supporting dialogue for collaboration. In this paper we report the learning outcomes of a 10-day training program in the Andes region of Ecuador. The training was based on a simulation exercise inspired by a real Ecuadorian case in which an existing multi-actor committee for the “El Cajas Biosphere” needed to contend with the arrival of a mining corporation. Multi-actor simulations have proven effective for learning about collaboration, but this one also enables participants to reflect on their predominant power frames and a wider range of action strategies. We argue that collaboration can be more effective when potential partners learn to reflect critically on their power plays.https://sites.google.com/site/arnaproceedings/2017-proceedingsstatus: publishe

Innovation as a community-spanning process: strategies to handle path dependency

In this paper, we further develop and apply the notions of path creation and path dependency during technological innovation processes. The process of technological innovation is portrayed as an activity of spanning boundaries between and across communities of practitioners. Communities of practice are characterised by shared beliefs, evaluation routines and artefacts. These beliefs, routines and artefacts create powerful path-dependencies that inhibit path-breaking innovations. Based on exploratory empirical research, a model on handling path-dependency during the creation of technological innovations is proposed.status: publishe

Time, space and constructive capabilities. Translating paradoxical innovation requirements into comprehensive organizational arrangements: a socio-cognitive perspective

When innovating, interaction is beneficial for (1) exploring problem definition spaces and (2) exploiting them. The social processes in which both activities unfold, display paradoxical characteristics which can be addressed by introducing space and time as (organizational) design variables. Complementary arrangements that connect space and time are needed in order for such organizational forms to be sustainable. Propositions in this respect, which build directly on the specific nature of knowledge creation processes, are elaborated.status: publishe