By Ian Mcloughlin
Artistic Technological swap attracts upon quite a lot of pondering from organisational idea, innovation reports and the sociology of know-how. It explores the several ways that those questions were framed and responded, specifically when it comes to new 'virtual' applied sciences. the assumption of metaphor is used to trap the variations among, and strengths and weaknesses of assorted methods of conceptualising the technology/organisation courting. This technique bargains the potential for constructing new methods of puzzling over, viewing and eventually responding creatively to the organisational demanding situations posed by means of technological swap.
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Additional resources for Creative Technological Change: The Shaping of Technology and Organisations (Management of Technology and Innovation)
As a result organisations and work within them are no longer bound by time or space. These technological imperatives bring about changes in the activities of organisations which are increasingly orientated towards the production of information-related goods or information services. These come to define and dominate economic activity as a whole. Related to these trends is the growth in the occupational structure of ‘information’ or ‘knowledge’ workers to outnumber ‘non-information’ workers (Kumar 1995:8–15).
1987:4). In this perspective there is no concern for the processes through which new technologies are generated nor the organisational circumstances Evolution of the innovative organisation 29 in which innovative activity takes place (Coombs et al. 1992:2). Similarly, the behaviour of firms is conceptualised purely in terms of profitmaximisation, in the context of perfect information concerning market opportunities, where the organisation and control of the enterprise is assumed to be embodied by the concept of the individual owner (Coombs et al.
Trajectories, techno-economic paradigms and ICTs The concept of innovation as a ‘coupling activity’ points again to the view that technological innovation is not—as a Darwinian evolutionary model might have it—entirely random in terms of its sources and outcomes. Rather it is a function of the constraints placed by an organisation’s current knowledge and cognitive capabilities on its capacity to exploit the opportunities which are opened up by technological advances (Tidd et al. 1997:105). To extend existing technical knowledge organisations have to learn, but learning is of necessity incremental since radical leaps in knowledge involve both risk and, if attempted on too many fronts, can reduce learning capacity.
Creative Technological Change: The Shaping of Technology and Organisations (Management of Technology and Innovation) by Ian Mcloughlin