The Banality of Organizational Innovations: Embracing the Substance–Process Duality

Garud, Raghu; Turunen, Marja

doi:10.1080/14479338.2016.1258996

Cited by 14 publications

(9 citation statements)

References 44 publications

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“…The empirical evidence show that champions in megaprojects are actively organise innovation forums, portals and communication campaigns where everyone in an organisation has an opportunity to present innovative ideas and get support from others. This contributes to emerging innovation studies on the role of narratives in the innovation process (Bartel and Garud, 2009;Garud and Turunen, 2018) and project management literature on innovation narratives (Enninga and van der Lug, 2016).…”

Section: Championing Innovation In Megaprojectsmentioning

confidence: 84%

Championing and promoting innovation in UK megaprojects

Sergeeva

Zanello

2018

International Journal of Project Management

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In this article we explore the role of innovation champions and the ways innovation is championed and promoted in five selected UK megaprojects. To date, this research area is surprisingly underexplored in the megaproject management literature. The study is based on thirty interviews with innovation champions to capture their own perceptions and narratives on the ways innovation is stimulated and promoted in megaprojects, combined with relevant textual materials. Innovation was commonly defined as a step change or best practice that creates value that could be financial, environmental, societal etc. The data demonstrate the role of CEOs and their collaboration with innovation champions and academic partners in introducing innovation into the vocabulary of megaprojects, developing and formalising innovation strategy, and transferring experiences across megaprojects. The data show the ways different communication channels are used to promote innovations by champions such as forums, portals, platforms, campaigns, events etc.

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Section: Championing Innovation In Megaprojectsmentioning

confidence: 84%

Championing and promoting innovation in UK megaprojects

Sergeeva

Zanello

2018

International Journal of Project Management

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“…The agents can have a shared momentary view of the ecosystem. However, individual agents might not comprehend the whole picture due to their positions and limited perspectives in the ecosystem [64,94]. Through an interactive process, the agents can shift their perspectives on the ecosystem, and in turn change the ecosystem.…”

Section: The Methodologymentioning

confidence: 99%

“…It is suggested by [63] that there are multiple stakeholders that are involved in the smart building industry: the building owners, the building operators, and the building designers that drive building operation and interaction decisions. Evidently, it is argued that the building and real estate industry and business have complex social and technical process [64], in which a wide range of stakeholders have to build and communicate high-quality design spaces [65]. However, this conventional approach creates a gap between the tasks of the users and the construction input factors (e.g., conditions, operational parameters, and user preferences).…”

Section: Research Gaps Addressed In This Studymentioning

confidence: 99%

Platform-Based Business Models: Insights from an Emerging AI-Enabled Smart Building Ecosystem

Ahokangas

Turunen

et al. 2019

Electronics

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Artificial intelligence (AI) is emerging to become a highly potential enabling technology for smart buildings. However, the development of AI applications quite often follows a traditional, closed, and product-oriented approach. This study aims to introduce the platform model and ecosystem thinking to the development of AI-enabled smart buildings. The study identifies the needs for a user-oriented digital service ecosystem and business model in the smart building sector in Finland, which aimed to facilitate the launch of scalable businesses and an experiential and dynamic business ecosystem. A multi-method, interpretive case study was applied in the focal ecosystem, with the leading real estate and facility management operators in Northern Europe as part of a Finnish national innovation project. Our results propose an extended comprehensive framework of the 5C ecosystemic model (Connection, Content, Computation, Context, and Commerce) and the possible paths of ecosystem players in the domain of smart building and smart built environment, both theoretically and empirically. The platform-oriented business models are missing, yet desired, by the ecosystem actors. The value chain and ecosystem platforms imply the quest for new (platform) models. Finally, our research discusses the need for new value-chain- and ecosystem-oriented AI development and big data platforms in the future.

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“…Whilst there is an increasing interest among academics in the role of storytelling in the innovation process (Bartel & Garud, 2009;Beckman & Barry, 2009;Garud & Turunen, 2018;Snyder et al, 2017), there is little consistency in terms of theoretical position. The extant innovation studies are largely silent about the role of storytelling at different stages of the innovation process.…”

Section: Stories About Innovation Successmentioning

confidence: 99%

“…Stories about innovation can be repeated in organizations. Retelling stories of innovation is a way of reinforcing the cultural norms and values around innovation (Garud & Turunen, ). To date, there is still a scarce understanding about the role of storytelling in the innovation process, and more specifically: (i) the role of storytelling during the earlier stages of the innovation process: developing innovative ideas, getting approval from senior management team, refining ideas further; and (ii) the role of storytelling during the later stages of the innovation process: stories about happened innovations, past successes and failures, and how they get shared and promoted in organizations; the implications for future motivation to innovate.…”

Section: Introductionmentioning

confidence: 99%

The role of storytelling in the innovation process

Sergeeva

Trifilova

2018

Creat Innov Manage

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In this article we explore a key challenge in the innovation process around how an innovation might be articulated and communicated in organizations. Articulating innovative ideas, refining them, drawing others into the vision and gaining their support is a key part of this process. It is essentially a process of “storytelling”— constructing and sharing stories that reflect on personal experiences and involvement in the innovation process. This paper is based on managers' own perceptions about storytelling throughout the innovation process. Twenty‐nine semi‐structured interviews were conducted with innovation managers and other senior managers from UK construction/infrastructure project‐based firms. The findings demonstrate that storytelling is essential for presenting innovative ideas and getting interest and support from others. It also plays a key role in motivating organizational members to innovate, and in promoting innovation success stories more widely. It is through storytelling that the image of firms as being and becoming “innovative” is constructed.

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The Banality of Organizational Innovations: Embracing the Substance–Process Duality

Cited by 14 publications

References 44 publications

Championing and promoting innovation in UK megaprojects

Championing and promoting innovation in UK megaprojects

Platform-Based Business Models: Insights from an Emerging AI-Enabled Smart Building Ecosystem

The role of storytelling in the innovation process

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