White Spaces Innovation in Sweden - Innovation policy for ... - Vinnova

More documents

Recommendations

Info

WHITE SPACES INNOVATION IN SWEDENrefracted through the lens of complex adaptive systems. In Stacey‟s (2003) work, whichis dismissive of most individualist theories of organisation, he nevertheless gives supportto „symbolic interactionism‟ after George Mead. This is primarily because of itsinter-personal communicative content, which relates to the more modern narrative,discourse and even dramaturgical turn that is characteristic of the „dialogical‟ strand ofcontemporary organisation theory. Meanwhile, hybrid theories like structuration, consideredby others to be a successful attempt to unify structural and individual agencyinteractions, are critiqued for their apparent imputation of omniscience to individualaction, as we have seen (Giddens, 1985; Garud & Karnøe, 2001). The narrative strand isconsistent both with the element of „critical organisation theatre‟ represented by thelikes of Boje (2008) and the „cognitive-cultural‟ approach of Weick (1995). In particular,Boje‟s (2008) „critical dramaturgy‟ of Enron used narrative fragments of the individualperformances and corrupt logic of this „beyond the edge of chaos‟ corporatescandal, which is a useful corrective to the more managerial platitudes of the mainstreamchange management literature (Schreyögg & Höpfl, 2004).A bridge from Boje‟s (2008) „critical dramaturgy‟ with its exploration of the psychologicallydark impulses and identities driving individual motivation to commit fraudulentactions to the sunnier uplands of design creativity is found in Lester & Piore(2004). They discuss firm innovation strategies based on interviews with managers andmake three relevant points in their book. First, managers are expected to be analyticalbut are in fact frequently interpretive: analytical management is based on predictability,interpretive management has to work with ambiguity and uncertainty. We know whythis is from the foregoing lengthy discussion of the complexity perspective, which demonstratesthe unknowability of the future in the face of the nevertheless „adjacentpossible‟. The adjacent possible, which is a complex adaptive system space composedof „structural holes‟ or „white spaces‟ (Burt, 1992; Johnson, 2010) contains topologicalinformation that makes some moves more likely to be fruitful than others. Certain systemelement or „cluster‟ characteristics displaying „relatedness‟ and feasible „path interdependence‟can act as guides away from the known into an adjacent possible knowledgerecombination or „combinative evolution‟ (Arthur, 2009) and consequently aninterpretive innovation „design space‟.Hence, we conclude from this first point that the interpretive manager is a designer,as indeed is made clear as follows; „…Designers develop an instinct for what customerswant…‟ (Lester & Piore, 2004, 98). This sounds pretty vague, so what does it mean?One thing it contrasts with is the analytical manager where; „Designers listen to thevoice of customers….‟ (ibid). So this is a contrast between so-called design driven innovation,after Verganti (2006) and user driven innovation after Von Hippel (2005). As weshall see, the former is critical of user driven design for its clipboards, consumer surveys,and market research modelling on the grounds that the consumer seldom knowswhat he or she genuinely wants in any non-trivial way. Very much in line with Arthur‟s84
WHITE SPACES INNOVATION IN SWEDEN(2009, 17-18) notion of technology being always an evolved combination of alreadyexisting knowledge as produced by varieties of previous designers from whom emergesa „dominant design‟, the final consumer gets scarcely a look-in where the design of atleast complex technologies like locomotives or jet engines is concerned.Figure 4.3 Three Rationalist Design TheoristsNEW DESIGNLEARNING FROMTHE FUTUREPRE-TACITKNOWLEDGEPRESENCINGTHEORY ‘U’ (Scharmer)Source: Centre for Advanced StudiesALGORITHMEXPERTSHEURISTIC(Abduction)‘KNOWLEDGEFUNNEL’DESIGN THEORY(Martin)MYSTERYNEW SOCIO-CULTURALREGIMECIRCLEDESIGN REGIMEDESIGN DRIVENINNOVATION(Verganti)The second salient point is that, for Lester & Piore (2004) the firm is both analyticaland interpretive depending on the perspective taken of it and, particularly, in relation totime. Thus in times of high uncertainty, the emphasis on interpretation grows and thepurely analytical can look absurd. In Cooke et al. (2010, 286) we quoted GoldmanSachs finance chief David Viniar bewailing the 2009 US stock market‟s performancebeing 25 standard deviation moves out from his model predictions for several days in arow. The probability of this happening was equivalent to once in the estimated life ofthe universe, meaning such a meltdown was statistically impossible, but neverthelessoccurring. At other times, if or when retreat from beyond the „edge of chaos‟ has happened,the firm will look more analytical. In other words there is always quantumwave/particle structuration between the analytical and the interpretive depending on theperspective of the observer and the context of the observation. The third salient point isthat, organisationally, firms at the „edge of chaos‟ regarding innovation behave similarly.They engage in internally open, across-barriers communication and conversations.But open structures are costly because they stimulate too much „buzz‟ and associateddevelopment of special features based on internal experimentation and excessive userdriven information from sales and marketing. Withdrawal from this stage can be painful85
Page 3:
White Spaces Innovation in SwedenIn
Page 9 and 10:
WHITE SPACES INNOVATION IN SWEDENSv
Page 11:
WHITE SPACES INNOVATION IN SWEDENgr
Page 14 and 15:
WHITE SPACES INNOVATION IN SWEDENin
Page 16:
WHITE SPACES INNOVATION IN SWEDENet
Page 19 and 20:
WHITE SPACES INNOVATION IN SWEDEN1
Page 21 and 22:
WHITE SPACES INNOVATION IN SWEDENba
Page 23 and 24:
WHITE SPACES INNOVATION IN SWEDEN2
Page 25 and 26:
WHITE SPACES INNOVATION IN SWEDENgr
Page 27 and 28:
WHITE SPACES INNOVATION IN SWEDEN2.
Page 29 and 30:
WHITE SPACES INNOVATION IN SWEDENTh
Page 31 and 32:
WHITE SPACES INNOVATION IN SWEDENpa
Page 33 and 34:
WHITE SPACES INNOVATION IN SWEDENTo
Page 35 and 36: WHITE SPACES INNOVATION IN SWEDENle
Page 37 and 38: WHITE SPACES INNOVATION IN SWEDENof
Page 39 and 40: WHITE SPACES INNOVATION IN SWEDENst
Page 41 and 42: WHITE SPACES INNOVATION IN SWEDENAc
Page 43 and 44: WHITE SPACES INNOVATION IN SWEDENal
Page 45 and 46: WHITE SPACES INNOVATION IN SWEDENre
Page 47 and 48: WHITE SPACES INNOVATION IN SWEDENTh
Page 49 and 50: WHITE SPACES INNOVATION IN SWEDENMe
Page 51 and 52: WHITE SPACES INNOVATION IN SWEDENFi
Page 53 and 54: WHITE SPACES INNOVATION IN SWEDENTh
Page 55 and 56: WHITE SPACES INNOVATION IN SWEDENen
Page 59 and 60: WHITE SPACES INNOVATION IN SWEDENth
Page 61 and 62: WHITE SPACES INNOVATION IN SWEDEN3.
Page 67 and 68: WHITE SPACES INNOVATION IN SWEDENAn
Page 69 and 70: WHITE SPACES INNOVATION IN SWEDENai
Page 71 and 72: WHITE SPACES INNOVATION IN SWEDENhe
Page 73 and 74: WHITE SPACES INNOVATION IN SWEDENin
Page 75 and 76: WHITE SPACES INNOVATION IN SWEDENHu
Page 77 and 78: WHITE SPACES INNOVATION IN SWEDEN4
Page 79 and 80: WHITE SPACES INNOVATION IN SWEDENti
Page 81: WHITE SPACES INNOVATION IN SWEDENdu
Page 88 and 89: WHITE SPACES INNOVATION IN SWEDENan
Page 90 and 91: WHITE SPACES INNOVATION IN SWEDENse
Page 92: WHITE SPACES INNOVATION IN SWEDEN
Page 96 and 97: WHITE SPACES INNOVATION IN SWEDENph
Page 98 and 99: WHITE SPACES INNOVATION IN SWEDENan
Page 100 and 101: WHITE SPACES INNOVATION IN SWEDEN5
Page 102 and 103: WHITE SPACES INNOVATION IN SWEDENpr
Page 106 and 107: WHITE SPACES INNOVATION IN SWEDENwi
Page 108 and 109: WHITE SPACES INNOVATION IN SWEDENki
Page 110 and 111: WHITE SPACES INNOVATION IN SWEDENRe
Page 112 and 113: WHITE SPACES INNOVATION IN SWEDENGu
Page 114 and 115: WHITE SPACES INNOVATION IN SWEDENSt
Page 116 and 117: VINNOVA ReportVR 2011:01 Hundra år
Page 118: VINNOVA develops Sweden’s innovat
show all

White Spaces Innovation in Sweden - Innovation policy for ... - Vinnova

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?