چکیده:
Product innovation success has very much to do with the development of models or metaphors that are able to guide actors. One can observe two traditions in this regard: rational and non-rational models. Apparently in the former the model, such as "development funnel", is regarded as a mechanism and rigid applicable, picturing innovation as an orderly, goal-oriented, value-neutral, and systematic process. The latter account offers a few non-rational models that depict product innovation as chaotic, messy, and stressful which involves jagged lines of activity, much like "fireworks". This paper draws on the work of Donald Schön to develop a more socio-politically informed yet pragmatic approach to innovation in organisation i.e.‘ribbed water balloon’. This model outlines product innovation as a non-rational and socio-technical practice, one that not only reveals politics, uncertainty, unsteadiness, setbacks, and reversals with which actors grapple but also considers rituals, norms and organization’s behavioral world in its understanding.
خلاصه ماشینی:
Beyond ‘Funnel’ and ‘Fireworks’: ‘Water Ribbed Balloon’ as a New Metaphorical Approach to Innovation-in-Practice Hooman Attar, Seyed Mohammad Reza Shahabi Assistant Professor of Management Faculty of Management, Science and Technology, Amirkabir University of Technology , Tehran (Received: 20 November 2012; Revised: 20 August 2013; Accepted: 31 August 2013) Abstract Product innovation success has very much to do with the development of models or metaphors that are able to guide actors.
This model outlines product innovation as a non-rational and socio-technical practice, one that not only reveals politics, uncertainty, unsteadiness, setbacks, and reversals with which actors grapple but also considers rituals, norms and organization’s behavioral world in its understanding.
Adherents to this camp come from the social construction of science and technology (MacKenzie & Wajceman, 1999); symbolic interactionist (Garrety & Badham, 2000), interpretivist (Lester & Piore, 2004) and sense-making views of organizations (Weick, 2000); schools of critical management ranging from Foucauldian (Clegg et al, 2006) and discourse theory (Morgan & Sturdy, 2000), through feminist (Wajcman, 1991) to more traditionally Marxist views of organization and innovation (Badham, 2005).
And finally ‘product development pattern’ builds on three- dimensional view of actors, action, and interaction (Macloughlin & Badham, 2005) whose unit of analysis instead of project/product or a mere combination of ‘technical artifact’ and ‘social institution’ is ‘socio-technical ensemble’ (Bijker, 1995), ‘actant’ (Latour, 2005), ‘cyborgs’ (Haraway, 1991).