Linking an Innovative Subystem into the System

Lynton, Rolf P.

doi:10.2307/2391135

Cited by 19 publications

(5 citation statements)

References 2 publications

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“…There were differences in working conditions and dress and even in language. Citing Burns and Stalker (1966) and Pondy -Lynton pointed to the rationing and distortion of information between these two groups, characterized by rigid, formal relations surrounded by hostility, suspicion and disassociation (Lynton, 1969). Both Burns and Stalker and Lawrence and Lorsch, Lynton continued, had found that people from one or other of the subgroups were sometimes attached as links by managers, in the hope of solving the problems that way.…”

Section: ) (Emphasis Original)mentioning

confidence: 99%

The embedding of knowledge in the academy: “tolerance”, irresponsibility or other imperatives?

Green

2009

Social Responsibility Journal

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Purpose -The purpose of this paper is to examine why there were different representations and research applications of Burns and Stalker's The Management of Innovation. Design/methodology/approach -The approach primarily takes the form of an examination of academic journals, in particular The Administrative Science Quarterly between 1960 and 1980. Theoretical works, in particular by Bourdieu, were also used.Findings -Contrary to accepted knowledge, the journals were eclectic in their approaches and did not require authors to adopt positivist approaches.Research limitations/implications -A fuller answer to the question posed would require interviews with journal editors and university policy makers from the 1960s-1980s. This has not been possible so far. Although some answers have been provided, questions still remain as to why certain representations of this book were dominant.Practical implications -There are implications as to what counts as knowledge in academe, and how this knowledge should be treated, given that it may only partially represent the theory above and also other theories. This has implications for what is taught in universities and what is adopted by consultants as bona fide knowledge.Originality/value -To the author's knowledge such questions using this type of research have not been examined in the detail pursued here.

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Section: ) (Emphasis Original)mentioning

confidence: 99%

The embedding of knowledge in the academy: “tolerance”, irresponsibility or other imperatives?

Green

2009

Social Responsibility Journal

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“…Thompson (1965) reflects the findings of Burns and Stalker by noting that innovative organizations are characterized by a structure of loosely defined duties and responsibilities, fewer levels of hierarchy, greater use of group processes, multiple group memberships for individuals within the organization, and a high degree of technological interdependence among work units. Lynton (1969) has considered various ways in which innovative subsystems may be linked to the total organization when the organization exists in a highly uncertain environment and organizational decision makers perceive the need for change to be negligible, temporary, frequent and specific, or continuous and major. Aiken and Rage (1968) found that organizations with many joint programs tend to be more complex, ~ore innovative, have more active internal communication channels and a somewhat more decentralized decision-making structure.…”

Section: The Process Of Innovationmentioning

confidence: 99%

Distributed Energy Systems in California's Future: A Preliminary Report Volume 2

Balderston¹

1977

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“…In their study of Scottish and English firms which were attempting to enter the field of electronics, Burns and Stalker (1961) found that those firms o• u -325which placed less reliance upon formal procedures, encouraged horizontal as well as vertical,communication, flexible roles, and active involvement in decision making were more likely to successfully enter the electronics industry than were those firms which were characterized by conventional bureaucratic structures. Thompson (1965) Lynton (1969) has considered various ways in which innovative subsystems may be linked to the total organization when the organization exists in a highly uncertain environment and organizational decision makers perceive the need for change to be negligible, temporary, frequent and specific, or continuous and major. Aiken and Rage (1968) found that organizations with many joint programs tend to be more complex, ~ore innovative, have more active internal communication channels and a somewhat more decentralized decision-making structure.…”

Section: The Process Of Innovationmentioning

confidence: 99%

Distributed technologies in California's energy future: A preliminary report. Volume 2

Christensen¹,

Craig²,

McGuire³

et al. 1977

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* This perception underlies Lovins' proposals (1976, 1977) and is the justification for their radical character.-17-9.J Sor~E SPECIFIC H1PACTS OF "SOFr l AND "TRANSITION" TECHNOLOGIES The obstacles and pitfalls in the way of systematic environmental assessment even of well-established energy technologies, as described in Section 2 above. are especially formidable when one considers technologies deployed so far only on a small scale or not at all. Nevertheless, the framework provided facilitates asking some of the right questions about environmental impacts of the "soft" and fltransition" technologies, and consideration of the criteria proposed for evaluating severity permits at least some tentative conclusions. A listing of impacts of possible importance identified in this and previous studies of alternative energy technologies is given in Table iX-5. In what follows, I compare some of the principal soft and transition energy options to more traditional energy supplies with respect to some of the major categories of stresses/responses outlined in Section 2: land ~se, water use, use of nonfuel materials, occuoational accidents and disease, risk to public life and limb through sman accidents, risk of large accidents and sabotage, effects of routine emissions on publ'ic hea'lth, effects on climate, ecological effects, aesthetic effects, and military threats. 9.3.1 Land Use Real land~use effects of dispersed nonelectric energy options are difficult to pin down persuasively. It is often asserted that solar * The actual peak power from those windmills would be greater than 1 GWe and the operating hours per year less than 5700. * large dam (i.e., high one) than for a typical small one. Use of biomass plantations for generating electricity, as opposed to making portable fuels, seems too foolish an idea to be seriously entertained. If plantations are used at all, we will almost certainly need the fuel much more than the electricity, considering the re~~tive abundance of alternative ways to get the latter; and the land-use requirement for an "electricity plantation" in California would be on the order of 2000 km 2 per GWe if eucalyptus biomass capturing 1 percent of incident sunlight could be converted into electricity at 25% efficiency. 9.3.2 Water Use. .. , t .

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Linking an Innovative Subystem into the System

Cited by 19 publications

References 2 publications

The embedding of knowledge in the academy: “tolerance”, irresponsibility or other imperatives?

The embedding of knowledge in the academy: “tolerance”, irresponsibility or other imperatives?

Distributed Energy Systems in California's Future: A Preliminary Report Volume 2

Distributed technologies in California's energy future: A preliminary report. Volume 2

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