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008 090923s2009 xx ||||gr |0|| 0 eng d
100 1 _aBEIRNE, Martin
_933678
245 1 0 _aManaging creative coalitions :
_bReflections on the social side of services innovation
260 _aOxford :
_bElsevier,
_capril2009
520 3 _aThis article considers the third dimension of the oft-discussed triumvirate of services science, concentrating on how social and managerial knowledge can be integrated with science and engineering to promote services innovation. Given the backgrounds and occupations of the authors, it represents an exploration in the sort of cross-boundary collaboration and joint analysis that is vital in this area, straddling the contrasting perspectives of social science and engineering, as well as the worlds of the academic and the practitioner. Our dialogue about the principles that may be capable of supporting a multidisciplinary approach to services innovation has underlined the importance of straight talking about disciplinary tensions and priorities, and mutual sensitivity to contextual conditions and constraints. Recognizing that creative insights and options for innovative activity emerge from the lower as well as the upper levels of organizational hierarchies and that viable improvement projects must connect with local insights and aspirations, this article cautions against designer tendencies to innovate from above or beyond the service workplace. Extending the logic of boundary-breaking collaboration, it argues for a more open approach to programme shaping from a broader alignment of engineering and the physical and social sciences with practitioner perspectives from manager, employee and other stakeholder groups on the ground.
590 _aServices innovation; Organizational learning; Knowledge management; Natural workgroups; Knowledge networks
700 1 _aCROMACK, Chris
_937837
773 0 8 _tEuropean Management Journal
_g27, 2, p. 83-89
_dOxford : Elsevier, april2009
_xISSN 02732363
_w
942 _cS
998 _a20090923
_b1651^b
_cmayze
999 _aConvertido do Formato PHL
_bPHL2MARC21 1.1
_c30158
_d30158
041 _aeng