ORCID Profile
0000-0001-8532-946X
Current Organisations
University of Queensland
,
Imperial College London
Does something not look right? The information on this page has been harvested from data sources that may not be up to date. We continue to work with information providers to improve coverage and quality. To report an issue, use the Feedback Form.
Publisher: SAGE Publications
Date: 04-1985
DOI: 10.1177/026624268500300202
Abstract: Colette Fourcade lectures at the University of Montpellier, France, and has been carrying out research into the phase in the life of a small company which starts when the firm produces its first commercial output or when it receives its first orders and covers the first three to five years of existence before the firm starts to take off. This has been described as the "demarrage" or D-phase. This paper is based on a survey carried out by the Equipe de Recherche sur la Firme et l'Industrie (ERFI) at Montpellier University in the Languedoc-Rousillion region of France, Morocco, Tunisia and the State of Maine in the United States, and examines the experience and problems of companies in the D-phase in those countries.
Publisher: IBM
Date: 2011
Publisher: Informa UK Limited
Date: 1992
Publisher: Pluto Journals
Date: 06-1995
Publisher: Informa UK Limited
Date: 04-2001
Publisher: Institution of Engineering and Technology (IET)
Date: 1991
DOI: 10.1049/EM:19910046
Publisher: Informa UK Limited
Date: 06-1999
Publisher: Elsevier BV
Date: 06-1992
Publisher: IOP Publishing
Date: 1988
Publisher: Elsevier BV
Date: 07-2015
Publisher: Oxford University Press (OUP)
Date: 20-03-2012
DOI: 10.1093/CJE/BES004
Publisher: Springer Science and Business Media LLC
Date: 08-08-2019
Publisher: Oxford University Press (OUP)
Date: 09-06-2011
DOI: 10.1093/ICC/DTR021
Publisher: Informa UK Limited
Date: 14-05-2019
Publisher: Elsevier BV
Date: 04-2008
Publisher: Cambridge University Press (CUP)
Date: 2019
DOI: 10.1017/S0007680519000643
Abstract: The ability to combine technological innovation with innovation in product design has been recognized by business historians as an important characteristic of a successful business. This article examines the use of product design as a source of competitive advantage by leading firms in the Manchester cotton, Macclesfield silk, and Staffordshire pottery sectors in the period 1750–1860. Four design strategies are identified: copying (direct imitation and adaptation), commissioning, capacity building, and collaboration. Distinction is made between proactive firms, which innovated whenever there was an opportunity, and reactive firms, which innovated only when necessary.
Publisher: Informa UK Limited
Date: 06-2003
Publisher: Oxford University Press (OUP)
Date: 06-1989
DOI: 10.1093/SPP/16.3.159
Publisher: Academy of Management
Date: 04-2015
Publisher: Academy of Management
Date: 2016
Publisher: Pluto Journals
Date: 2010
DOI: 10.1080/08109028.2010.537170
Abstract: This paper aims to improve understanding of how innovations are diffused through combining perspectives on the adoption and consumption of innovation. The literature on the adoption of innovation mainly examines issues such as technical functionalities, utility and personality factors. In contrast, research on the consumption of innovation is concerned with the context and meaning of consumer decisions and the values that underlie them. The paper is conceptual and uses Weber’s categories of meaning in action to argue the value of combining the primarily ‘rational’ innovation adoption literature with the more ‘emotive’ consumption literature. By reference to the consumption of hybrid cars, we show how the innovation adoption literature can be valuably supplemented by an understanding of what consumers of innovation do, why they do it and what doing it means to them. We argue that this combination provides a more holistic understanding of how innovations diffuse and has implications for those delivering, using and researching innovation.
Publisher: Informa UK Limited
Date: 1991
Publisher: SAGE Publications
Date: 04-2016
DOI: 10.1002/PMJ.21574
Abstract: Whereas existing approaches and empirical studies of dynamic capabilities focus on the strategic innovation activities of firms (i.e., permanent organizations executing multiple projects and programs), this article identifies how certain types of dynamic capabilities are required to deliver large, complex, and risky projects involving multiple parties. Our longitudinal study of the design and construction of Heathrow Airport Terminal 5 by the British Airports Authority (BAA) makes three main contributions to the literature: (1) It contributes to the project management literature by identifying how specific dynamic capabilities (BAA's “T5 Agreement,” strategic behaviors, and collaborative processes) are developed through a three-phase process (learning, codifying, and mobilizing) to support the strategic management of complex projects. (2) While emphasizing their importance for the successful management of complex projects, our findings also underline the continuing fragility of dynamic capabilities. (3) The case study reveals their fluidity and balancing role with respect to demands for stability and change in complex, uncertain, and volatile project environments.
Publisher: Informa UK Limited
Date: 07-2011
Publisher: Routledge
Date: 25-10-2017
Publisher: Elsevier BV
Date: 07-1988
Publisher: SAGE Publications
Date: 1993
DOI: 10.1177/001872679304600106
Abstract: Companies increasingly collaborate in their technological activities. Collaboration enables firms to learn about uncertain and turbulent technological change, and enhances their ability to deal with novelty. A number of studies reveal the importance for successful collaboration of high levels of inter-personal trust between scientists, engineers, and managers in the different partners. However, these in idual relationships are vulnerable to labor turnover and inter-personal difficulties. Using two ex les of highly successful technological collaborations, it is argued that the survival of such relationships in the face of these inevitable inter-personal problems requires the establishment of interorganizational trust. Such trust is characterized by community of interest, organizational cultures receptive to external inputs, and widespread and continually supplemented knowledge among employees of the status and purpose of the collaboration.
Publisher: Springer Science and Business Media LLC
Date: 25-09-2009
Publisher: Wiley
Date: 06-2006
Publisher: Oxford University PressOxford
Date: 04-2006
DOI: 10.1093/0199290474.003.0002
Abstract: This chapter explores the impact of innovation technologies such as simulation, modelling, and rapid prototyping on engineering practice. Innovation technologies help redefine the role of engineers in the innovation process, creating a new ision of innovative labour both with and across organizations. This chapter also explores the boundaries of experimentation and inertia within particular domains of problem-solving to create new opportunities and value.
Publisher: Springer Science and Business Media LLC
Date: 09-2006
Publisher: Routledge
Date: 11-07-2022
Publisher: Edward Elgar Publishing
Date: 23-02-2007
Publisher: Informa UK Limited
Date: 07-2007
Publisher: Oxford University Press
Date: 22-01-2021
DOI: 10.1093/ACREFORE/9780190224851.013.145
Abstract: The strategic management of technology and innovation is an important contributor to organizational performance and competitiveness. It creates value, assists differentiation, enhances productivity, and guides creativity and initiative. In the face of uncertainty in operating environments, caused especially by rapid technological change, the strategic management of innovation configures capabilities and resources within organizations. These include the capability to search for innovations, select the most advantageous, and appropriate or capture their returns. It involves investing in sources of innovation, such as research and development (R& D) and collaboration with external partners, and using methods for effectively assessing their contributions. Unstable and turbulent operating conditions can disrupt established organizational policies and practices and make planning difficult. As a result, strategies for technology and innovation are necessarily emergent rather than prescriptive, exploratory rather than determinable. Any advantages technology and innovation create are likely to be transitory. The pressing need for greater environmental sustainability, increased focus on the social consequences of innovation, and the impact of new digital and data-rich technologies, add to the challenges of the strategic management of technology and innovation. To address these challenges, attention to physical and intellectual capital needs to be supplemented by greater concern for human, social, and natural capital, and to organizational culture and behavior. This requires the foundation of the strategic management of technology and innovation in the discipline of economics to be complemented by others, such as psychology, organizational behavior, and ethics.
Publisher: Wiley
Date: 09-1991
Publisher: Institute for Operations Research and the Management Sciences (INFORMS)
Date: 10-2013
Abstract: In this paper, we examine how and why organizational learning is affected by virtualization technologies. The literature on organizational learning has identified its many constraints, and the influence of information technologies on overcoming these restraints has also received attention. Little research, however, has addressed how organizational learning is affected by a new type of technology associated with “virtuality”: the characterization of people, objects, and processes by digital representations, providing enhanced opportunities for the interpersonal and organizational interactivity and engagement that stimulates organizational learning. We present an exploratory case study of the engagement with, and use of, virtual worlds at IBM, a leading user of this virtualization technology. Virtual worlds are associated with games we explore their use in the novel conduct of social interactions in meetings, rehearsals, and brainstorming, and we argue that organizational learning results from forms of play. We explain how such a playful, game-like technology came to be accepted in a serious for-profit science and engineering organization through a process we refer to as convergent recognition. We find organizational learning results from the interrelated processes behind the adoption of the technology and its application. By reference to the distinction between technologies of rationality and foolishness, we theorize how their reconciliation occurs through the mutually reinforcing ways organizations learn to engage with and use new technologies.
Publisher: Elsevier BV
Date: 05-1992
Publisher: Institute for Operations Research and the Management Sciences (INFORMS)
Date: 10-2007
Abstract: Interorganizational projects can provide a vehicle for innovation, despite the professional and organizational barriers that confront this form of organizing. The case of fire engineering shows how such projects use simulation technology as a boundary object to foster innovation in a new organizational field. Engineers use simulation technology to produce radical changes in fire control and management, such as using elevators to evacuate buildings during emergencies. A framework is developed that explores how decisions can be reached and tensions resolved amongst multiple, erse, and discordant actors striving for a shared appreciation of negotiated futures. This framework extends theories of engineering knowledge and boundary objects. It sheds new light on how to organize collective, knowledge-based work to produce reliable and innovative designs.
Publisher: Elsevier BV
Date: 09-2007
Publisher: Informa UK Limited
Date: 1992
Publisher: Wiley
Date: 05-12-2022
DOI: 10.1111/ANS.18188
Abstract: Colorectal cancer poses a major burden. Its incidence increases with age and older patients with comorbidities have a higher likelihood of major complications. This study investigated the impact of age on health outcomes in colorectal cancer patients treated by surgery. A prospective database of all patients undergoing colorectal cancer surgery with curative intent between 2012 and 2017 was used to identify patients. A retrospective review of existing medical records investigating health‐related outcomes in colorectal cancer patients undergoing surgery was performed. Primary outcomes measured were overall survival (OS) and disease‐free survival (DFS). Difference in restricted mean survival times (RMST) up to a pre‐specified time point of 24 months was used to compare four age groups. Six‐hundred and fifty‐one patients were ided into four age group categories: ≤65‐years ( n = 244), 66 to 75‐years ( n = 213), 76 to 85‐years ( n = 162) and ‐years ( n = 32). Older patients were found to have a higher rate of post‐operative medical complications (including confusion) ( P = 0.001) and a longer length of stay (LOS) ( P = 0.01). There was no difference between the 76 to 85‐year age group and ‐year age group in OS and DFS. However, there was a reduced OS in older patients ( ) compared to their younger cohorts ( ) ( P = 0.04). Older patients who undergo curative surgery have reduced OS, increased LOS and higher complication rates. Complex older patients may benefit from geriatric assessment and management in the peri‐operative period.
Publisher: Informa UK Limited
Date: 04-2009
Publisher: Wiley
Date: 03-1987
Publisher: Informa UK Limited
Date: 20-12-2017
Publisher: Oxford University Press (OUP)
Date: 02-1989
DOI: 10.1093/SPP/16.1.9
Publisher: Elsevier BV
Date: 06-2013
Publisher: Informa UK Limited
Date: 10-2011
Publisher: SAGE Publications
Date: 05-1993
DOI: 10.1177/017084069301400303
Abstract: Organizational learning is currently the focus of considerable attention, and it is addressed by a broad range of literatures. Organization theory, industrial econ omics, economic history, and business, management and innovation studies all approach the question of how organizations learn. A number of branches of psychology are also revealing on the issue. This paper assesses these various literatures by examining the insights they allow in three main areas: first, the goals of organizational learning second, the learning processes in organizations and third, the ways in which organizational learning may be facilitated and impeded. It contends that while the various literatures are revealing in particular aspects of organizational learning, a more complete understanding of its complexity requires a multi-disciplinary approach. The contributions of the different approaches are analyzed, and some areas are suggested where the transfer of analytical concepts may improve understanding.
Publisher: Oxford University Press (OUP)
Date: 2017
DOI: 10.1093/OXREP/GRW034
Publisher: Informa UK Limited
Date: 1993
Publisher: Wiley
Date: 04-1991
Publisher: Informa UK Limited
Date: 10-2016
Publisher: Springer International Publishing
Date: 2020
Publisher: Informa UK Limited
Date: 23-08-2017
Publisher: Elsevier BV
Date: 11-2011
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
No related grants have been discovered for Mark Dodgson.