Innovation strategy workshops as platforms to elicit paradoxes

Show simple item record Krull, E en Smith, Peter en Callagher, Lisa en
dc.contributor.editor Omidvar, O en
dc.contributor.editor Burke, G en
dc.contributor.editor Pyrko, I en
dc.coverage.spatial Ashton Business School, United Kingdom en 2020-08-20T21:50:16Z en 2020-04-28 en
dc.identifier.uri en
dc.description.abstract Organisations are marked by various paradoxes such as the need to combine old, existing and often internal knowledge with new, emerging and often external knowledge (Dougherty, 2006a; Lewis, 2000), exploration versus exploitation (Knight & Harvey, 2015), or the protection versus protection of knowledge (Bogers, 2011). In this research, we aim to understand how organisational paradoxes are elicited during strategy or innovation planning workshops. Using real-time observations and semi-structured interviews, we reveal the differences between participants‘ thought worlds that contribute toward paradoxical tensions and how those tensions are elicited during innovation planning projects. en
dc.description.uri en
dc.relation.ispartof Strategy as Practice Review Group (SAP-R) Workshop en
dc.rights Items in ResearchSpace are protected by copyright, with all rights reserved, unless otherwise indicated. Previously published items are made available in accordance with the copyright policy of the publisher. en
dc.rights.uri en
dc.title Innovation strategy workshops as platforms to elicit paradoxes en
dc.type Conference Item en
dc.rights.holder Copyright: The author en
pubs.finish-date 2020-04-28 en
pubs.start-date 2020-04-28 en
dc.rights.accessrights en
pubs.subtype Other en
pubs.elements-id 809217 en Business and Economics en Management & Intl Business en
pubs.record-created-at-source-date 2020-07-28 en

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