Whose Time Is It? Understanding Clock-time Pacing and Event-time Pacing in Complex Innovations

Dougherty, Deborah; Bertels, Heidi; Chung, Ken; Dunne, Danielle D.; Kraemer, Justin

doi:10.1111/more.12017

Cited by 39 publications

(37 citation statements)

References 29 publications

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“…Several studies highlight a tension between the two temporalities described above (Dougherty et al, 2013;Garud et al, 2011) but simultaneously recognize that individuals must be able to engage in different projects with their own temporal rhythms. Garud and his colleagues (2011) explain how engineers at 3 M manage different temporalities to achieve both exploration and exploitation at the individual level.…”

Section: Balancing Between the Contradictory Requirements Of Exploratmentioning

confidence: 97%

“…These exploratory projects may be perceived as an opportunity to enhance one's learning and build one's future career (Arthur et al, 2001;DeFillippi and Arthur, 1998). As Dougherty et al (2013) note, scientists who are involved in discovering new drugs pace their time according to learning events. They cannot predict when those events will occur, but they set their milestones according to them.…”

Section: Balancing Between the Contradictory Requirements Of Exploratmentioning

confidence: 98%

“…Garud and his colleagues (2011) explain how engineers at 3 M manage different temporalities to achieve both exploration and exploitation at the individual level. Similarly, Dougherty (Dougherty et al, 2013) proposes ideas to overcome the tension between groups of people who have different approaches to time pacing. However, Brady and Davies (2004) propose a model for articulating the exploration of new knowledge and the exploitation of existing knowledge on a longitudinal basis.…”

Section: Balancing Between the Contradictory Requirements Of Exploratmentioning

confidence: 99%

“…Those synchronizations are keys to time-pacing innovations. Time pacing allows for the coordination of innovation activities (Dougherty et al, 2013). Brown and Eisenhardt (1997) demonstrate that the ability of managers to link current product development to future development and to synchronize transition between projects determines the ability of the organization to generate a continuous flow of innovations.…”

Section: Innovation Projects and Temporalitymentioning

confidence: 99%

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Balancing contradictory temporality during the unfold of innovation streams

Simon

Tellier

2016

International Journal of Project Management

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International audienceThis article focuses on individuals working on innovation developments during the unfolding of innovation streams. Innovation streams include both exploitation-and exploration-oriented projects. Those projects imply different temporalities and can be conducted at different paces. This research examines how different temporalities within a single innovation stream are managed first at the level of projects and then among projects. We collected data on an innovation stream in the semiconductor industry. We explain how teams and organization develop processes and tools to address different temporalities. The results show that the process of learning occurs first within projects and then among projects. Our research offers new understandings of the transition of organizations towards a project-based structure by demonstrating that changes in practices can occur first as a reaction to external events, then as the results of new arrangements triggered by management and finally as the consequences of the team's proactive actions

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Section: Balancing Between the Contradictory Requirements Of Exploratmentioning

confidence: 97%

Section: Balancing Between the Contradictory Requirements Of Exploratmentioning

confidence: 98%

Section: Balancing Between the Contradictory Requirements Of Exploratmentioning

confidence: 99%

Section: Innovation Projects and Temporalitymentioning

confidence: 99%

See 2 more Smart Citations

Balancing contradictory temporality during the unfold of innovation streams

Simon

Tellier

2016

International Journal of Project Management

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“…Indeed Dougherty et al . () went so far as to suggest that clock‐time pacing of projects should be limited to strategic milestones only.…”

Section: Management Interventions and Generative Mechanisms For Innovmentioning

confidence: 99%

Accelerating the Innovation Process: A Systematic Review and Realist Synthesis of the Research Literature

Ellwood

Grimshaw

Pandža

2016

Int J Management Reviews

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There is continued interest among academics, practitioners and policy‐makers in methods to achieve accelerated innovation. Academic studies of this complex phenomenon have succeeded in reaching a high degree of consensus on the antecedents of innovation speed. The aim in this review is to elucidate further the mechanisms underlying management interventions to promote speed. The review adopts a theory‐led, realist synthesis of innovation speed research – the first example of this methodology in management studies. The authors develop a new time‐based framework for categorizing the innovation‐speed literature. The framework has a CIMO logic, and is built by invoking the organizational studies literature on time. The authors contextualize the innovation‐speed literature in relation to the three generic temporal challenges faced by all organizations: reducing temporal uncertainty; resolving temporal conflicts over activities; and allocating resources amid conditions of temporal scarcity. They problematize extant explanations of innovation speed as not taking account of different temporal orientations (temporal dichotomies) within innovation work, and thereby neglecting a potential barrier to achieving accelerated innovation outcomes. They further draw on the literature on time in organizations to suggest new avenues of research, and methodological approaches new to the study of innovation speed. The principal contribution of this review is to offer a new conceptual perspective on the complex empirical research examining how innovation projects may be accelerated from original idea to launch.

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The influence of event‐time (vs. clock‐time) scheduling style on satiation

Tang

Huang

2022

J Consum Psychol

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Consumers often need to schedule different activities. While consumers who adopt a clock‐time scheduling style decide when to transition from one activity to the next according to external temporal cues (e.g., clock), those who adopt an event‐time scheduling style tend to perform each activity until they feel internally that it is completed. This research showed that consumers' scheduling style (clock‐time vs. event‐time) could influence their satiation with repeated consumption. Four studies involving actual consumption across various domains (e.g., music, artwork, food) demonstrated that an event‐time scheduling style leads to more rapid satiation with repeated consumption than a clock‐time scheduling style because event‐timers (vs. clock‐timers) have higher private self‐focus. The results further revealed that the satiation effect of scheduling style is mitigated when consumers are distracted from their private self or informed of additional sensitization cues in the consumption stimuli.

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Whose Time Is It? Understanding Clock-time Pacing and Event-time Pacing in Complex Innovations

Cited by 39 publications

References 29 publications

Balancing contradictory temporality during the unfold of innovation streams

Balancing contradictory temporality during the unfold of innovation streams

Accelerating the Innovation Process: A Systematic Review and Realist Synthesis of the Research Literature

The influence of event‐time (vs. clock‐time) scheduling style on satiation

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