Spaces enabling game-changing and sustaining innovations: why space matters for knowledge creation and innovation

Peschl, Markus F.; Fundneider, Thomas

doi:10.1386/jots.9.1.41_1

Cited by 50 publications

(63 citation statements)

References 30 publications

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“…Peschl and Fundneider () have studied the term “enabling spaces” over several years. They have developed a framework based on the premise that innovation should be enabled (facilitated) rather than managed (referred to as controlling).…”

Section: Exploratory Studymentioning

confidence: 99%

“…Therefore, it represents an important reference that needs to be considered on the path to our own adapted framework proposal. Peschl and Fundneider (2012) have studied the term "enabling spaces" over several years. They have developed a framework based on the premise that innovation should be enabled (facilitated) rather than managed (referred to as controlling).…”

Section: Comparison Of Existing Framework On Physical Environmentsmentioning

confidence: 99%

“…Peschl and Fundneider () suggest that innovation needs to be enabled rather than controlled. More concretely, they state that, to manage an innovation space, managers have to “learn how to provide an ecosystem of living ambiances of cultivation, facilitation, incubation and enabling, rather than a regimen of control and forced change” and to consider both physical space and organizational climate as part of the enabling context (Peschl & Fundneider, ).…”

Section: Introductionmentioning

confidence: 99%

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Design and management of innovation laboratories: Toward a performance assessment tool

et al. 2019

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There is a strong emergence of new spaces to foster innovation all over the world (Fablabs, Living Labs and Design Factories, among others). Past experiences have shown these types of projects involving “innovation laboratories” are at risk of not succeeding in their goals. Although several studies have tackled the problem of design, development and sustainability of innovation laboratories, there is still a gap in understanding how the capabilities and performance of these environments are affected by the strategic intentions at the early stages of design and functioning. Throughout this work, eight frameworks from the literature that analyze innovation laboratories are identified and compared. Then, based on both literature and the authors' experience, an updated framework is proposed as the basis for a guidance tool for researchers and practitioners aiming to assess or to adapt an existing project. As part of the operationalization process of the framework, a maturity grid‐based assessment tool is proposed to evaluate the maturity degree of an innovation laboratory. Afterwards, to evaluate the viability and to integrate the perception of innovation laboratory managers, an exploratory study with answers from fifteen laboratories from five different countries is performed. Insights and implications for emerging and already existent projects of innovation laboratories are then discussed.

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Section: Exploratory Studymentioning

confidence: 99%

Section: Comparison Of Existing Framework On Physical Environmentsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Design and management of innovation laboratories: Toward a performance assessment tool

et al. 2019

View full text Add to dashboard Cite

show abstract

“…Reference [23] suggest that innovation needs to be enabled rather than controlled. More concretely, they state that, to manage an innovation space managers have to "learn how to provide an ecosystem of living ambiances of cultivation, facilitation, incubation and enabling, rather than a regimen of control and forced change" and to consider both physical space and organizational climate as part of the enabling context.…”

Section: The Space As a Conscious Element In The Strategy Of Innomentioning

confidence: 99%

“…Finally, as part of the literature review, the term "enabling spaces" has been studied by [23] through several years. They develop a framework based on the premise that innovation should be enabled (facilitated) rather than managed (referred as controlling).…”

Section: Operationalized and Metricsmentioning

confidence: 99%