ORCID Profile
0000-0002-8245-3948
Current Organisations
Imperial College London
,
University of Oxford
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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: Informa UK Limited
Date: 14-05-2019
Publisher: Informa UK Limited
Date: 2003
Publisher: IBM
Date: 2011
Publisher: Elsevier BV
Date: 09-2003
Publisher: Wiley
Date: 06-2006
Publisher: Academy of Management
Date: 2016
Publisher: Informa UK Limited
Date: 07-2007
Publisher: Academy of Management
Date: 05-2014
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: Springer International Publishing
Date: 2020
Publisher: Elsevier BV
Date: 07-2015
Publisher: Informa UK Limited
Date: 29-04-2016
Publisher: Informa UK Limited
Date: 07-2011
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: Springer Science and Business Media LLC
Date: 08-08-2019
Location: United Kingdom of Great Britain and Northern Ireland
Location: United Kingdom of Great Britain and Northern Ireland
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 David Gann.