How do organisations manage to develop collaborative innovation? The case of the tactical strike and reconnaissance aircraft (TSR-2)
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TexteLangue : français Détails de publication : 2011.
Sujet(s) : Ressources en ligne : Abrégé : This article addresses the underlying capacities attached to collaborative approaches to innovation. Adopting a qualitative methodology from a historical case study, it examines how the first computerised Tactical Strike and Reconnaissance aircraft (TSR-2) had been developed in the early sixties by the British military industry. The study contributes to theory by indicating that the development of the TSR-2 aircraft required four dimensions to be managed and aligned, each reflecting a particular capacity (design, interaction, governance and culture) the organisation should hold so as to reap the full benefits of adopting collaborative approaches to innovation.JEL Codes: O30, O31, O32, O39
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This article addresses the underlying capacities attached to collaborative approaches to innovation. Adopting a qualitative methodology from a historical case study, it examines how the first computerised Tactical Strike and Reconnaissance aircraft (TSR-2) had been developed in the early sixties by the British military industry. The study contributes to theory by indicating that the development of the TSR-2 aircraft required four dimensions to be managed and aligned, each reflecting a particular capacity (design, interaction, governance and culture) the organisation should hold so as to reap the full benefits of adopting collaborative approaches to innovation.JEL Codes: O30, O31, O32, O39
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