205different kinds <str<strong>on</strong>g>of</str<strong>on</strong>g> expertise, achieved <strong>on</strong>ly through broad dialogue between all relevant actors,whether researchers or practi<strong>on</strong>ers. One <str<strong>on</strong>g>of</str<strong>on</strong>g> the most promising recent c<strong>on</strong>ceptual innovati<strong>on</strong>sin programmatic workplace development is a ‘module’, developed in the Norwegian EnterpriseDevelopment 2000 Programme (1994-2000). A ‘module’ is a group <str<strong>on</strong>g>of</str<strong>on</strong>g> researchers with a comm<strong>on</strong>research agenda that works with a group <str<strong>on</strong>g>of</str<strong>on</strong>g> enterprises, <str<strong>on</strong>g>of</str<strong>on</strong>g>ten together with other regi<strong>on</strong>alinstituti<strong>on</strong>s as well, for a period <str<strong>on</strong>g>of</str<strong>on</strong>g> several years (Gustavsen et al. 2001).• Development techniques: The new, networked and increasingly dynamic envir<strong>on</strong>ment requiresalso new development models, methods and tools in projects where the focus <str<strong>on</strong>g>of</str<strong>on</strong>g> development is <strong>on</strong>a real producti<strong>on</strong> network <str<strong>on</strong>g>of</str<strong>on</strong>g> companies. Typical area <str<strong>on</strong>g>of</str<strong>on</strong>g> applicati<strong>on</strong> so far has been ‘c<strong>on</strong>venti<strong>on</strong>al’bilateral, principal-driven producti<strong>on</strong> cooperati<strong>on</strong> between the principal and its suppliers. Byc<strong>on</strong>trast, there has not been a great deal <str<strong>on</strong>g>of</str<strong>on</strong>g> progress in development techniques for genuinelymultilateral producti<strong>on</strong> networks yet, at least not in Finland. Multilateral producti<strong>on</strong> networkswould be a more fertile soil for process and product innovati<strong>on</strong>s than ‘c<strong>on</strong>venti<strong>on</strong>al’ bilateralnetworks, in which the goals <str<strong>on</strong>g>of</str<strong>on</strong>g> development measures are <str<strong>on</strong>g>of</str<strong>on</strong>g>ten determined by short-termproductivity targets <str<strong>on</strong>g>of</str<strong>on</strong>g> the principal al<strong>on</strong>e. Multilateral producti<strong>on</strong> networks, instead, have betterchances <str<strong>on</strong>g>of</str<strong>on</strong>g> becoming genuine innovati<strong>on</strong>-oriented ‘multivoiced activity systems’ (Hyötyläinen2000).• The qualificati<strong>on</strong>s and roles <str<strong>on</strong>g>of</str<strong>on</strong>g> experts: For the qualificati<strong>on</strong>s and roles <str<strong>on</strong>g>of</str<strong>on</strong>g> researchers andc<strong>on</strong>sultants, the above changes mean that the emphasis has to be shifted increasingly from <str<strong>on</strong>g>of</str<strong>on</strong>g>feringdesign soluti<strong>on</strong>s towards planning, coordinating and supporting entire processes <str<strong>on</strong>g>of</str<strong>on</strong>g> change ininteracti<strong>on</strong> and dialogue with other actors. Owing to the growing complexity <str<strong>on</strong>g>of</str<strong>on</strong>g> problems andgrowing demands for interacti<strong>on</strong> and dialogue, there is a need to shift towards increasinglyreflective expertise in development work. The need for greater reflectivity c<strong>on</strong>cerns not <strong>on</strong>lythe development project in questi<strong>on</strong>, but also the general c<strong>on</strong>ceptual framework guiding own’sthinking and acti<strong>on</strong> (Seppänen-Järvelä 1999, 72-75).• Progamme and project management: The growing unpredictability and unc<strong>on</strong>trollability<str<strong>on</strong>g>of</str<strong>on</strong>g> the effects <str<strong>on</strong>g>of</str<strong>on</strong>g> development processes will require an increasingly reflective approach fromprogramme and project management, too. Greater reflectivity means sensitivity in m<strong>on</strong>itoring theeffects <str<strong>on</strong>g>of</str<strong>on</strong>g> development processes and the flexibility to make any necessary redefiniti<strong>on</strong>s <str<strong>on</strong>g>of</str<strong>on</strong>g> theirc<strong>on</strong>tent and forms. Areas in the envir<strong>on</strong>ment <str<strong>on</strong>g>of</str<strong>on</strong>g> the knowledge-based ec<strong>on</strong>omy which requireparticular sensitivity from m<strong>on</strong>itoring will be ensuring the participati<strong>on</strong> <str<strong>on</strong>g>of</str<strong>on</strong>g> employees, preventingprocesses <str<strong>on</strong>g>of</str<strong>on</strong>g> social segregati<strong>on</strong>, or even exclusi<strong>on</strong>, and pre-empting ecological risks in c<strong>on</strong>necti<strong>on</strong>with change.If workplace development programmes prove unable to resp<strong>on</strong>d to the new challenges brought bythe envir<strong>on</strong>ment <str<strong>on</strong>g>of</str<strong>on</strong>g> the knowledge-based ec<strong>on</strong>omy, it may ultimately undermine their importanceas part <str<strong>on</strong>g>of</str<strong>on</strong>g> nati<strong>on</strong>al or regi<strong>on</strong>al innovati<strong>on</strong> policy. This questi<strong>on</strong> must be taken seriously, primarilybecause workplace development programmes have so far been unable to gain the status in publicpolicy-making held by technology development and transfer programmes in any western industrialnati<strong>on</strong>. Quick-fix soluti<strong>on</strong>s to this ‘organizati<strong>on</strong> development deficit’ (Gustavsen 2000, 121) areunlikely to exist. The main means available for countering any legitimacy problems that workplacedevelopment programmes may be experiencing will be how successful these programmes are increating new innovati<strong>on</strong> c<strong>on</strong>cepts which their stakeholders find credible and which are capable <str<strong>on</strong>g>of</str<strong>on</strong>g>dealing with the above and other challenges posed by the knowledge-based ec<strong>on</strong>omy.
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4PREFACENew ways of</strong
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8PARALLEL SESSION PRESENTATIONSI Gl
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39Delegations from 24 Europ
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41ConclusionsMatti Salmenperä, Dir
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56Tele-cooperation is already widel
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58As Table 7 shows, overall self-em
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646. Summary and ConclusionsThe pre
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99What is global e-Work?E-work is w
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101Contribution to progress in the
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105PARALLEL SESSION PRESENTATIONSII
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113PARALLEL SESSION PRESENTATIONSII
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139Look at World (in Estonian: Vaat
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141Aim of project
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143PARALLEL SESSION PRESENTATIONSIV
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145There seems to be a vicious circ
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147netOrganisationStefano Lotti, CE
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149We can now temporarily observe t
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- Page 190 and 191: 191ReferencesAlasoini. T. and Kyll
- Page 192 and 193: 193IntroductionThe ongoing economic
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- Page 236 and 237: 237Appendix AE -WORK 2001 Conferenc
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- Page 242 and 243: 243Appendix CList of</stron
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