Innovative Processes and their Staging (2017)

Welcome to Innovative Processes and their Staging

 

Description: Content:

While innovation is increasingly depending on the incorporation of knowledge from a diversity of sources, questions are raised as to what kinds of sources, and how they are incorporated in processes of innovation. As innovative challenges and conditions are changing with increasing pace these questions cannot just be solved through a singular choice of organisation or established guidelines for selecting innovative ideas. Issues of how to stage the scene and circumstances and how to facilitate processes and the involvement of diverse actors in innovation have increasingly come into focus. Successful innovation is seen as the outcome of interactions within a broader network spanning across diverse organisational and societal boundaries and institutions. There is a need to address the creation and navigation of new for a and spaces for development where existing frames of understandings may be challenged and new patterns for interactions emerge.

The course takes its departure in the well-described dilemmas between incremental but often path dependent innovative processes within established networks and the quest for the development of new innovative, disruptive or breakthrough ideas, product and services facilitated through new networked relations. A range of theories, cases and approaches concerned with the framing, organising and staging of innovative processes, from linear sequential models to complex, dynamic networks of innovation are treated and related to the current work of the participants.

During the course, a dialogue is created between the participants’ projects and a diversity of understandings of the management and staging of innovation from organisation, institutional theory and sociology of innovation. The idea is to direct inquiry and to stimulate theoretical insights and empirical approaches in the field of innovation. The course introduces concepts, which help render relevant phenomena and issues (relationships, dynamics, consequences) in the participants’ projects visible and open to investigation and analysis. This would, in turn, also help in delineating hypotheses of relevance to the investigation of innovative processes and their staging, and in proposing new directions for research in the field.

The program will cover the following themes:

  • Challenges in innovation management and the staging of innovative processes
  • Innovation as heterogeneous processes of interaction involving actors, artefacts and knowledge
  • Innovation as a journey characterized by uncertainty, ambiguity and complexity
  • Innovation between rational analytical and interpretive processes, exploitation and exploration
  • Innovation as networking, brokering and collaboration in and between organizations
  • From planning and calculation to social learning and translation of interests
  • ‘Co-creation’ and ‘path creation’ as heterogeneous network building,
  • Staging and navigation of temporary spaces for innovation across knowledge boundaries

 

Form

The students should be familiar with basic understandings of innovative processes from innovation process theory and/or science and technology studies (the STS field) on an academic master level.

The program includes teacher presentations, student presentations, company talks and dialogue sessions where students will receive feedback on their presentations and projects from fellow students as well as teachers.

As a preparation for the first assembly, participants should prepare a presentation of a problem/solution from their research, which they want to analyse from an innovation process perspective. The presentation can focus on a case and/or a challenging perspective (oral supported with ppt) within the theme of the course (It is important to describe how innovation processes could be a relevant perspective for your activities in order to provide a professional and empirical background for your own reflexive learning.)

Between the first and second assembly participants write a 5-10 pages analysis bringing theory to bear on selected case material of their own choice. These assignments are basis for evaluation and approval of participation. In addition participants will be asked to fill in a formal evaluation scheme. 

 

Programme for 25-26 september, 2017

Location: Aalborg University, Rensburggade 14, 9000 Aalborg -

25. September : Room no 4.531
26. September : Room no 2.345

Teachers: associate professor Søren Kerndrup, AAU, SIP; professor Christian Clausen, AAU, DIST. Business Development Manager Ole Tangsgaard, Condair A/S and Research AssistentPeter Thomsen, BMDC, AAU.

 

September 25, 9.00-19.00 - Room no 4.531

09.00: Registration, Coffee

09.30: Welcome and introduction to the course Perspectives on innovation processes and their staging, Christian Clausen

Introduction to participants, teachers and program

10.15: Presentation of course idea and theme: Innovation a process perspective: What characterizes processes and how are processes understood and used in innovation? Christian Clausen & Søren Kerndrup                 

11.00: Innovation methodology and tools from an intra-firm perspective. Innovative practices in companies. Ole Tangsgaard, Condair A/S.

Dialogue and discussion

12.00: Lunch

13.00: Current challenges in innovation management. Experiences from companies, Ole Tangsgaard, Condair A/S.

Dialogue and discussion

14.30: Innovation, users and interactive spaces, Christian Clausen.

Coffee break

Dialogue and discussion

16.30: Participant presentation of their PhD or other projects and prepared assignment(approx. 10 min presentation + 10 min. discussion).

Including sandwiches.

18.00: Summing Up: What are the key lessons seen from a process perspective: How are processes conceptualised and used? Christian Clausen & Søren Kerndrup.

19.00: Going out together?

 

September 26, 9.00-16.00 Room no 2.345

09.00: Business model Innovation Peter Thomsen, Business Model Design center, Aalborg University

Dialogue and discussion

Coffee break

11.00: Innovation as learning and sensemaking across boundaries in organizations, Søren Kerndrup.

12.15: Lunch

13.00: Innovation as networking and brokering between organisations, networks and communities Søren Kerndrup.

Coffee break

14.30: Participant presentation of PhD or other project and prepared assignment (approx. 10 min presentation + 10 min. discussion).

15.30: Summing Up: What are the key lessons seen from a process perspective: How is the processes conceptualised and used? Søren Kerndrup.

Dialogue and discussion

16.00: Assignments to be prepared for next assembly

16.30: Closing and networking

 

 

Preliminary programme for 13.-15. November 

Location: Aalborg University Copenhagen, AC Meyers Vænge 15, 2450 Copenhagen SV.
Room no 0.24 in Building C

Teachers: Professor Peter Karnøe, AAU, DIST; associate professor Søren Kerndrup, AAU, DIST; associate professor Hanne Lindegaard and professor Christian Clausen, AAU, DIST.

 

November 13, 9.00-17.00

09.30: Welcome to the second assembly at AAU CPH, coffee

Introduction to teachers and program

10.30: Political and learning perspectives on innovation processes, Christian Clausen

Dialogue and discussion

12.00: Lunch

13.00: Presentation of assignments

Comments from participants and teachers

14.00: Practice perspectives on innovative processes, Søren Kerndrup

Dialogue and discussion

15.30: Presentation of assignments

Comments from participants and teachers 

17.00: End of day programme                           

 

November 14, 9.00-17.00

9.00: Actor Network Perspectives on innovation: Path dependencies and path creation,Peter Karnøe

Dialogue and discussion

10.30: Presentation of assignments

Comments from participants and teachers

12.30: Lunch

13.30: Creation of meaning in innovation processes a design perspective, Hanne Lindegaard.

Dialogue and discussion

15.00: Presentation of assignments

Comments from participants and teachers

17.00: End of day program

19.00: Going out to eat together?

 

November 15, 9.00-15.00

9.00: Staging innovative processes: Arenas, spaces and artefacts. Christian Clausen

 Dialogue and discussion.

10.30: Presentation of assignments.

Comments from participants and teachers

12.00: Lunch

13.00: What are the key lessons seen from a process perspective: How are processes conceptualised and used?

14.00: Wrapping up.

15.00: End of course.

 

 

Key texts (*) related to the lectures part 1 in September   

 

INTRODUCTION LECTURER:

- Innovation a process perspective: What characterizes processes and how are processes understood and used in innovation?   

  • *Garud, R.; Tuertscher, P. & Van de Ven, A.H. (2013) Perspectives on Innovation Processes, The Academy of Management Annals, pp. 773-817, DOI:10.1080/19416520.2013.791066
  • *Van de Ven, M.; Polley, D.E.; Garud, R. and Venkataraman, S. (1999) Mapping the Innovation Journey, In de Ven, Polley, Garud and Venkataraman: The Innovation Journey, New York: Oxford University Press, pp. 21-66.
  • Akrich, M. & Callon, M. and Latour, B. (2002) ‘The Key to Success in Innovation Part I: The Art of Interessement’, International Journal of Innovation Management, Vol 6, 2:187-206.
  • Akrich, M. & Callon, M. and Latour, B. (2002) ‘The Key to Success in Innovation Part II: The Art of Choosing Good Spokespersons’, International Journal of Innovation Management, Vol 6, 2:207-225

 

LECTURER ON INNOVATION PRACTICE IN INDUSTRY – GRUNDFOSS & CONAIR.

- Innovation methodology and tools in practice  & current challenges in innovation management. Experiences from companies,

  • *O’Connor, G & Rice, Mark P (2013) A Comprehensive Model of Uncertainty Associated with Radical Innovation. Journal of Product Innovation Management, Vol 30, issues supplement 51, p 2-18
  • *Cooper, RG (2009): The Stage Gate Idea to Launch System. Chapter four in Cooper: Winning at New Products. Basic Books, pp. 83-106
  • Leifer et al (2000) The Course of Radical Innovation. Chapter two in Leifer et al. Radical innovation. Harvard Business School Press.
  • Kristiansen, J. & Gertsen, F (2016):  Is radical innovation management misunderstood? problematising the radical innovation discipline. International Journal of Innovation Management, Volume 19, Issue 6, 1 December 2015,

 

LECTURER ON USERINNOVATION AND INTERACTIVE SPACES.

- creating interactive spaces,

  • *Gunn, Wendy & Clausen, Christian (2014): Conceptions of Innovation and Practice: Designing indoor Climate. Chapter 9 in Gunn, Wendy et al: Design Anthropology: Theory and Practice. Bloomsbury Academic. pp 159-179.

 

LECTURER ON BUSINESS MODEL INNOVATION

- Key concepts and Experiences from organizations.

  • *Taran, Y., Boer, H. and Lindgren, P. (2015), “A business model innovation typology”, Decision Sciences, Vol. 46 No. 2, pp. 301-31.
  • *Osterwalder, Alexander & Yves Pigneur: Business model Generation (Preview)

http://www.businessmodelgeneration.com/downloads/businessmodelgeneration_preview.pdf

  •  *Taran, Y., Boer, H. and Lindgren, P. (2015), “A business model innovation typology”, Decision Sciences, Vol. 46 No. 2, pp. 301-31.
  • Chesbrough, H. (2010), “Business model innovation: Opportunities and barriers”, Long Range Planning, Vol. 43 No. 2-3, pp. 354-63. 
  • McGrath, R.G. (2010), “Business models: A discovery driven approach”, Long Range Planning, Vol. 43 No. 2, pp. 247-61

 

LECTURER ON INNOVATION CROSS BOUNDARIES IN FIRMS.

- Innovation, knowledge and sensemaking across boundaries.

  • *Dougherty, D (1992): Interpretive Barriers to successful Product Innovation in Large Firms. Organization Science, vol 3, no (May 1992) pp 173-202.
  • *Carlile, P. (2002) A Pragmatic View of Knowledge and Boundaries: Boundary objects in new product development. Organization Science 13 (4), p. 442-456.
  • * Roberto Verganti & Åsa Öberg (2012): Interpreting and envisioning — A hermeneutic framework to look at radical innovation of meanings. Industrial Marketing Management 42 (2013) 86–95

 

LECTURER ON INNOVATION ACROSS FIRMS, ORGANIZATION AND INSTITUTIONS.

- Innovation as networking and brokering between organisations, networks and communities.

  • *Hargadon, A.B. (2013) Brokerage and innovation. In Dodgson et al:  The Oxford handbook of Innovation management. Oxford University Press.
  • *Hargadon & Douglas (2001) When innovations meet institutions: Edison and the design of the electric Light. Administrative Science Quarterly. Vol 46, pp 476-501

 

Recommanded reading for newcommers to the field:

If the innovation Field is new to you or if you have limited knowledge of the field you can start with these introductory texts:

  • Conway, S. & Steward, F. (2009) Introduction – Key Themes, Concepts, and definitions in study of innovations, Chapter 1, In Conway, Steve and Steward, Fred: Managing and Shaping Innovation, Oxford 2009, pp. 6-31.
  • Conway, Steve & Steward, Fred (2009) Tensions, Paradox and Contradictions in Managing Innovation, Chapter 2, In Conway, Steve and Steward, Fred: Managing and Shaping Innovation, Oxford 2009, pp. 39-62.

 

Litterature for further reading, part 1:

Innovation: The process perspective

  • Pavitt, K. (2005) ‘Innovation processes’, In Fagerberg, Mowery and Nelson (eds.) The Oxford Handbook of Innovation, Oxford: Oxford University Press, pp. 86-114.
  • Hoholm, T. & Olsen, I. (2012) The Contrary Forces of Innovation: A Conceptual Model for Studying Networked Innovation processes. Industrial Marketing Management 41(2) 344-356.

Innovation processes: Big empirical studies.

  • Van de Ven, M.; Polley, D.E.; Garud, R. and Venkataraman, S. (1999) The Innovation Journey, New York: Oxford University Press,
  • Leifer et al (2000) Radical innovation. Harvard Business School Press.
  • Hoholm, T., The Contrary Forces of Innovation, London: Palgrave McMillan
  • Dougherty, D (2016): Taking advantage of emergence. Oxford University press 2016
  • Lester, R.K. & Piore, M.J. (2004). Innovation. The missing Dimension. Harvard University Press

Innovation process: Uncertainty, ambiguity and learning.

  • Dunne., D.D. & Dougherty, D (2016):Abductive Reasoning: How Innovators Navigate in the Labyrinth of Complex Product Innovation, Organization studies 2016, Vol. 37(2) 131–159
  • Sætre, Alf Steiner & Brun , Eric (2012) Strategic Management of Innovation: Managing Exploration-exploitation by Balancing Creativity and Constraint. International Journal of Innovation and Technology Management. Vol 9, No 6 (24 pages)
  • Garud, R & Van de Ven, A (1992): An empirical evaluation of internal Corporate venturing process. Strategic management Journal, Vol 13, 93-109.
  • Andrew H. Van de Ven and Douglas Polley (1992): Learning While Innovating. Organization Science, Vol. 3, No. 1 (Feb., 1992), pp. 92-116

Innovation process: Case studies:

  • Van de Ven, A.H. et al (1999) The Innovation Journey Within an International Corporate Structure: The 3 M Cochlar Implant Case. Published in Mapping the Innovation Journey, In de Ven, Polley, Garud and Venkataraman: The Innovation Journey, New York: Oxford University Press, pp. 223-289
  • Garud, R, Gehman, J & Kumaraswamy, A (2011) Complexity Arrangement for Sustained Innovation: Lessons from 3 M Corporation. Organization Studies, Vol 32, pp 737-767
  • Dougherty, D & Dunne, D.D. (2011): Organizing ecologies of complex innovation. Organization Science 23(5): 1467-1484

Innovation, networking, brokering and collaboration. 

  • Hargadon, A.B. (2002) Brokering Knowledge: Linking Learning and Innovation, Research in Organizational Behaviour 24, pp. 41-85.
  • Kastelle, Tim & Steen. John (2013): Networks of Innovation. In Dodgson et al:  The Oxford handbook of Innovation management. Oxford University Press.  pp.102-120
  • Birkinshaw, J., Bessant, J. and Delbridge, R. (2007) Finding, Forming, and Performing:  Creating Networks for Discontinuous Innovation."  California Management Review 49, 3:67-83.
  • Dodgson, Mark (2013): Collaboration and Innovation Management. In Dodgson et al:  The Oxford handbook of Innovation management. Oxford University Press. pp.462-481

Exploring different innovation controversies: incremental vs. radical, disruptive and discontinuous vs, continous innovation, exploration vs exploitation, close vs. open innovation

  • Rothwell, R. (1994) Towards the Fifth-generation Innovation Process, International Marketing Review, 11, 1: 7-31.
  • Norman & Verganti (2012) Incremental and radical innovation: Design Research versus Technology and Meaning. Design Issues, submitted paper 2012
  • Christensen, Clayton M., Michael Raynor, and Rory McDonald. "What Is Disruptive Innovation?" Harvard Business Review 93, no. 12 (December 2015): 44–53.
  • Gans, Joshua (2016): The disruption Dilemma. MIT Press Cambrigde Massachusetts.
  • Benner, M. J. and Tushman, M.L. (2003) Exploitation, exploration, and process management: The productivity dilemma revisited, The Academy of Management Review 28, 2:238.
  • Gassmann, O. & Enkel, E. (2006) Towards a Theory of Open Innovation: Three Core Process Archetypes. R&D Management Conference. St. Gallen: University of St. Gallen.
  • Christiansen, John K. & Varnes, Claus J (2009) Formal Rules in Product Development: Sensemaking of structured Approaches. Journal of Product Innovation Management, vol 26, pp 502-519



Organizer: Associate Professor Søren Kerndrup, email: soeren@plan.aau.dkand Professor Christian Clausen, email: chcl@plan.aau.dk

Lecturers: Associate Professor Søren Kerndrup; Professor Christian Clausen; Business Development Manager Ole Tangsgaard, Condair A/S; Associate Professor Astrid Heidemann Lassen; Professor Peter Karnøe, and Associate Professor Hanne Lindegaard

ECTS: 5

Time: 25 - 26 September and 13 - 15 November 2017

Place: 

September: 
Aalborg University in Aalborg (September) 
Rensburggade 14
9000 Aalborg
Room No

November:
Aalborg University in Copenhagen (November)
A.C. Meyers Vænge 15
2450 Copenhagen SV
Room no 0.24 Byg C

 

Zip code: 9000 (Aalborg), 2450 (Copenhagen SV)

City: Aalborg and Copenhagen

Number of seats: 20

Deadline: 11 September 2017

Important information concerning PhD courses We have over some time experienced problems with no-show for both project and general courses. It has now reached a point where we are forced to take action. Therefore, the Doctoral School has decided to introduce a no-show fee of DKK 5,000 for each course where the student does not show up. Cancellations are accepted no later than 2 weeks before start of the course. Registered illness is of course an acceptable reason for not showing up on those days. Furthermore, all courses open for registration approximately three months before start. This can hopefully also provide new students a chance to register for courses during the year. We look forward to your registrations.