Already There? Cultivating Emergent Places for Radical Innovation in Operations

  • Jennie Andersson SchaefferEmail author
Part of the International Series in Operations Research & Management Science book series (ISOR, volume 255)


This chapter proposes a way of understanding and cultivating places for radical innovation in operations. This chapter describes how, organisations can, instead of letting an innovation laboratory be its single economic and managerial priority, foster a decentralised, varied and emergent palette of places in use where radical innovation can occur. The chapter suggests that this can be done in lean production facilities and radical innovation be balanced with incremental innovation.


  1. Allen, T. J. (1977). Managing the Flow of Technology: Technology Transfer and the Dissemination of Technological Information within the R&D Organization. Cambridge, MA: MIT.Google Scholar
  2. Allen, T. J. and Henn, G. (2007) The organization and architecture of innovation: Managing the flow of technology. Butterworth-Heinemann Burlington, MA.Google Scholar
  3. Bicheno, J. (2004). The new lean toolbox: Towards fast, flexible flow. Buckingham: Production and Inventory Control, Systems and Industrial Engineering Books.Google Scholar
  4. Chesbrough, H. W. (2003). Open innovation: The new imperative for creating and profiting from technology. Boston, MA: Harvard Business School Press.Google Scholar
  5. Dixon, N. M. (1999). The organizational learning cycle : How we can learn collectively (2nd ed.). Aldershot: Gower.Google Scholar
  6. Dougherty, D. (1992). Interpretive barriers to successful product innovation in large firms. Organization Science, 3(2), 179–202.CrossRefGoogle Scholar
  7. Ekvall, G. (1997). Organizational conditions and levels of creativity. Creativity and Innovation Management, 6, 195–205.CrossRefGoogle Scholar
  8. Fayard, A.-L., & Weeks, J. (2011). Who Moved My Cube? Creating workspaces that actually foster collaboration. Harvard Business Review, 89(7), 103–110.Google Scholar
  9. Feld, W. M. (2001). Lean manufacturing: Tools, techniques, and how to use them. Boca Raton, FL: St. Lucie Press.Google Scholar
  10. Fleck, L. (1979). Genesis and development of a scientific fact. Chicago, IL: University of Chicago Press (First published in German, 1935).Google Scholar
  11. Granovetter, M. S. (1973). The strength of weak ties. American Journal of Sociology, 78(6), 1360–1380.CrossRefGoogle Scholar
  12. Greif, M. (1991). The visual factory: Building participation through shared information. Portland, OR: Productivity press.Google Scholar
  13. He, Z., & Wong, P. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15, 481–494.CrossRefGoogle Scholar
  14. Leonard-Barton, D., & Swap, W. C. (1999). When sparks fly: Igniting creativity in groups. Boston, MA: Harvard Business School.Google Scholar
  15. Lewis, M., & Moultrie, J. (2005). The organizational innovation laboratory. Creativity and Innovation Management, 14, 73–83.CrossRefGoogle Scholar
  16. Liker, J. K. (2004). The Toyota way: 14 management principles from the world’s greatest manufacturer. New York: McGraw-Hill.Google Scholar
  17. March, J. G. (1996). Continuity and change in theories of organizational action. Administrative Science Quarterly, 41(2), 278–287.CrossRefGoogle Scholar
  18. McLaughlin, P., Bessant, J., & Smart, P. (2008). Developing an organisation culture to facilitate radical innovation. International Journal of Technology Management, 44(3/4), 298–323.CrossRefGoogle Scholar
  19. Moultrie, J., Nilsson, M., Dissel, M., Haner, U. E., Janssen, S., & Van der Lugt, R. (2007). Innovation spaces: Towards a framework for understanding the role of the physical environment in innovation. Creativity and Innovation Management, 16(1), 53–65.CrossRefGoogle Scholar
  20. Nonaka, I., & Konno, N. (1998). The concept of 'Ba': Building a foundation for knowledge creation. California Management Review, 40(3), 40–54.CrossRefGoogle Scholar
  21. Nonaka, I., Toyama, R., & Konno, N. (2000). SECI, Ba and leadership: a unified model of dynamic knowledge creation. Long Range Planning, 33(1), 5–34.CrossRefGoogle Scholar
  22. Oksanen, K., & Ståhle, P. (2013). Physical environment as a source for innovation: Investigating the attributes of innovative space. Journal of Knowledge Management, 17(6), 815–827.CrossRefGoogle Scholar
  23. Penn, A., & Hillier, B. (1992). The social potential of buildings: spatial structure and the innovative millieu in scientific research laboratories. In Proceedings of the Corporate Space and Architecture Conference, Paris available from the Bartlett School of Graduate Studies, University College London, LondonGoogle Scholar
  24. Peschl, M. F., & Fundneider, T. (2008). Emergent innovation and sustainable knowledge co-creation. A socio-epistemological approach to ‘innovation from within’. In M. D. Lytras, J. M. Carroll, E. Damiani, et al. (Eds.), The open knowledge society: A computer science and information systems manifesto (pp. 101–108). New York: Springer.CrossRefGoogle Scholar
  25. Peschl, M. F., & Fundneider, T. (2012). Enabling spaces as a sustaining framework bringing forth game-changing innovations. Journal of Organisational Transformation & Social Change (OTSC), 9(1), 41–61.CrossRefGoogle Scholar
  26. Raisch, S., Birkinshaw, J., Probst, G., & Tushman, L. M. (2009). Organisational ambidexterity. Organization Science, 20(4), 685–695.CrossRefGoogle Scholar
  27. Schaeffer, J. (2014). Spaces for innovation. Dissertation. Västerås: Mälardalen University Press.Google Scholar
  28. Schein, E. H. (1984). Coming to a new awareness of organizational culture. Sloan Management Review, 25, 3–16.Google Scholar
  29. Tidd, J. (2001). Innovation management in context: Environment, organization and performance. International Journal of Management Reviews, 3, 169–183. doi: 10.1111/1468-2370.00062.CrossRefGoogle Scholar
  30. Turner, N., & Lee-Kelly, L. (2013). Unpacking the theory on ambidexterity: An illustrative case on the managerial architectures, mechanisms and dynamics. Management Learning, 44(2), 179–196.CrossRefGoogle Scholar
  31. Turner, N., Swart, J., & Maylor, H. (2013). Mechanisms for managing ambidexterity: A review and research agenda. International Journal of Management Reviews, 15, 317–332.CrossRefGoogle Scholar
  32. Tushman, M., Smith, W. K., Wood, R. C., Westerman, G., & O’Reilly, C. (2010). Organizational designs and innovation streams. Industrial and Corporate Change, 19(5), 1331–1366.CrossRefGoogle Scholar
  33. Vedin, B. A. (2000). Innovation och Kreativitet [Innovation and Creativity]. (in Swedish). Furulund: Alhambra.Google Scholar
  34. Volberda, H. W. (1998). Building the flexible firm. Oxford: Oxford University Press.Google Scholar
  35. Von Krogh, G., Ichijo, K., & Nonaka, I. (2000). Enabling knowledge creation: How to unlock the mystery of tacit knowledge and release the power of innovation. New York: Oxford University Press.CrossRefGoogle Scholar
  36. von Stamm, B. (2008). Managing Innovation, Design and Creativity (2nd ed.). Chichester: Wiley.Google Scholar

Further Readings

  1. One inspirational text that is easy accessible is Fayard, A.-L. and Weeks, J. (2011) “Who Moved My Cube? Creating workspaces that actually foster collaboration” in Harvard Business Review issue July–August. Also recommended to read is Nonaka, I., & Konno, N. (1998). The concept of ‘Ba’: building a foundation for knowledge creation. The dissertation Spaces for Innovation (Schaeffer, 2014) will give a deeper insight in the study presented here and a guide to the photo-elicitation interview on page 52 ff.Google Scholar

Copyright information

© Springer International Publishing AG 2017

Authors and Affiliations

  1. 1.School of innovation, Design and EngineeringMälardalen UniversityEskilstunaSweden

Personalised recommendations