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By Ian Mcloughlin
Inventive Technological switch attracts upon a variety of considering from organisational conception, innovation stories and the sociology of know-how. It explores the various ways that those questions were framed and responded, specially relating to new 'virtual' applied sciences. the belief of metaphor is used to catch the variations among, and strengths and weaknesses of varied methods of conceptualising the technology/organisation dating. This strategy bargains the potential of constructing new methods of considering, viewing and finally responding creatively to the organisational demanding situations posed via technological switch.
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Extra resources for Creative Technological Change: The Shaping of Technology and Organisations (Management of Technology and Innovation)
Example text
However, the generation of variety is also checked by the failure of some innovations to survive and the replacement of old innovations by new ones, the former in effect becoming ‘extinct’. Second, the shape of economic development can be understood in terms of the way selection mechanisms work alongside processes of variety generation. As in nature, selection is ‘determined by the differential adaptation of different species to their environment’ (Soete 1996:43). Thus the survival of an organisation can be seen as in part determined by the willingness of customers or users to buy or adopt its innovations: in other words, in much the same way as Darwinian models of evolution see the fate of living organisms as dictated by random processes of natural selection.
2 The case for virtual organisations rests on the way these new technological capabilities allow organisations to cope with the increasingly turbulent environments that they face. For some, contemporary technological advances will permit organisations to be designed in ways which allow knowledge of the whole to be built into their constituent parts. Such ‘virtual’ forms will be intelligent, self-organising networks able to ‘learn to learn’ and thereby peculiarly suited to turbulent conditions (Morgan 1997: 89–94).
Thus the capacity of the organisation to innovate can be seen as influenced by search activities—conducted within the confines of bounded rationality. These activities—for example seeking new technological and product market opportunities—aim to differentiate the organisation from rivals whilst, at the same time, adapting its innovations to the environment or even seeking to shape the environment itself. Similarly, a bounded but conscious process of planning and strategic adjustment by the organisation will influence the pace at which organisations adapt to environmental change.