Managing the Unknown

Loch, Christoph H.; Meyer, Arnoud De; Pich, Michael T.

doi:10.1002/9780470172377

Cited by 181 publications

(61 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…They insist on the structures, methods and administration of engineering design. Even in cases of radical innovation, requiring creativity from the teams, authors have shown that rigorous management is required, for instance for managing the unknown with well‐balanced, sequential and parallel learning (Loch, De Meyer & Pich, 2006), managing concept shifts based on memorization and modularization (Seidel, 2007) or managing major innovation with a ‘systems approach’ (O'Connor, 2008). Some authors have called for a combination of creative and non‐creative teams in ambidextrous organizations (Tushman & O'Reilly III, 1996), but empirical studies have stressed the limits of such simplifying compromises (Brown & Eisenhardt, 1997).…”

Section: Part 1: An Analytical Framework For Learning From the Histormentioning

confidence: 99%

The Interplay between Creativity Issues and Design Theories: A New Perspective for Design Management Studies?

2011

View full text Add to dashboard Cite

In this article, we analyse the relationship between creativity issues and design theory. Although these two notions seem to correspond to different academic fields (psychology, cognitive science and management for creativity; engineering science and logic for design theory), they appear to be deeply related when it comes to design methods and management. Analysing three historical moments in design theory building (the 1850s, with the ratio method for industrial upgrading in Germany, the 20th century with systematic design, and the 1920s with the Bauhaus theory), we point to the dialectical interplay that links creativity and design theory, structured around the notion of 'fixation effect': creativity identifies fixation effects, which become the targets of new design theories; design theories invent models of thought to overcome them; and, in turn, these design theories can also create new fixation effects that will then be designated by creativity studies. This dialectical interplay leads to regular inventions of new ways of managing design, i.e., new ways of managing knowledge, processes and organizations for design activities. We use this framework to analyse recent trends in creativity and design theories.

show abstract

Section: Part 1: An Analytical Framework For Learning From the Histormentioning

confidence: 99%

The Interplay between Creativity Issues and Design Theories: A New Perspective for Design Management Studies?

2011

View full text Add to dashboard Cite

show abstract

“…This will help to ensure the sustainability of enterprise information systems. A further research avenue would be to determine the specific conditions under which risk management can be effective (Loch et al 2006) as in The Group observed in our study. What measures can be taken to control risk when implementing ERP projects?…”

Section: Discussionmentioning

confidence: 99%

Risk management in enterprise resource planning implementation: a new risk assessment framework

Dey

Clegg

Cheffi³

2011

Production Planning & Control

View full text Add to dashboard Cite

International audienceEnterprise resource planning (ERP) projects are risky. But if they are implemented appropriately, they can provide competitive advantage to organisations. Therefore, ERP implementation has become one of the most critical aspects of today's information management research. The main purpose of this article is to describe a new ERP risk assessment framework (RAF) that can be used to increase the success of ERP implementation. In this article, through a case study based in a leading UK-based energy service provider, we demonstrate the new RAF, which has been shown to help identify and mitigate risks in ERP implementation. In contrast to other research, this RAF identifies risks hierarchically in external engagement, programme management, work stream and work package levels across technical, schedule, operational, business and organisational categories. This not only helped to develop responses to mitigate risks but also facilitates on-going risk control

show abstract

“…Communication capabilities are a core competence in projects, as they greatly influence the project's success, as shown by, among others, Flyvbjerg (2007), Steelman and Ascher (1997), Altshuler and Luberoff (2003), Schwass and Fowler (1993), Miller and Lessard (2000), Fox and Miller (2006) as well as Loch et al (2006), and Johnson (2005). Communication capabilities are characteristic for different types of projects; they are the way in which communication is used strategically, managerially and operatively to achieve success.…”

Section: Communication Capabilitiesmentioning

confidence: 96%

Projects as communicating systems: Creating a culture of innovation and performance

Johannessen¹,

Olsen²

2011

International Journal of Information Management

View full text Add to dashboard Cite

Managing the Unknown

Cited by 181 publications

References 0 publications

The Interplay between Creativity Issues and Design Theories: A New Perspective for Design Management Studies?

The Interplay between Creativity Issues and Design Theories: A New Perspective for Design Management Studies?

Risk management in enterprise resource planning implementation: a new risk assessment framework

Projects as communicating systems: Creating a culture of innovation and performance

Contact Info

Product

Resources

About