A century after the publication of Max Weber's The Protestant Ethic and the "Spirit" of Capitalism, a major new work examines network-based organization, employee autonomy and post-Fordist horizontal work structures.

The New Spirit of Capitalism

Vaitoskirja pyrkii vastaamaan kahteen kysymykseen: Onko mahdollista muotoilla tuotannon teoriaa? Jos on, johtaako teoria tehokkuuden kohoamiseen, kun sita sovelletaan rakentamiseen?

Historiallinen analyysi paljastaa, etta 1900-luvulla on kehitetty ja sovellettu kolmea eri tuotannon kasitteellista mallia. Tuotanto on nahty muunnoksena, virtana ja arvontuottona. Kaikkia naita malleja voidaan perustellusti pitaa valttamattomina tuotannon ymmartamiseksi, ja niita tulisi siten soveltaa rinnakkain. Vaitostutkimuksessa esitettavaa tuotannon mallia kutsutaan tuotannon TFV-teoriaksi (Transformation, Flow, Value generation).

Tutkimuksen tulokset osoittavat, etta tehokkuutta alentavia ongelmia esiintyy yleisesti rakentamisen kaikissa vaiheissa: rakennuttajan paatoksenteossa, suunnittelun ohjauksessa ja rakennustuotannon ohjauksessa. TFV-teoria selittaa suurelta osin rakentamisen ongelmien syntymisen. Tarkasteltaessa pioneeriyritysten kehittamishankkeita, joissa on sovellettu TFV-teorian tiettyja ydinpiirteita, voidaan havaita, etta talle teorialle perustuvat menetelmat tuottavat merkittavia kustannussaastoja ja muita hyotyja. TFV-teorian avulla voidaan siten suunnata uusiin tehokkaampiin menetelmiin tahtaavaa kokeilua ja kehitystyota seka rakentamisen kaytannon etta tutkimuksen piirissa.

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An exploration towards a production theory and its application to construction

No project is an island: linking projects to history and context

Winning Through Innovation: A Practical Guide to Leading Organizational Change and Renewal Tushman, Michael L. and O'Reilly, Charles A., 256 pp., Cambridge, MA: Harvard Business School Press, 1997. Reviewed by Subodh P. Kulkarni, Assistant Professor in School of Business at Howard University, Washington, D.C. Professors Tushman and O'Reilly are well known for their research on innovation and organizational culture. In this book, the authors address a fundamental and interesting issue underlying organizational change and innovation: that of how firms can achieve a balance between stability and change. Businesses are not likely to prosper or survive in the long run without this balance. One of the book's key premises is that short-term success may constrain a firm's ability to change. Short term successes often occur in larger, older, more structured organizations, the source of structural and cultural inertia, which yields success in stable environments and failure when environments change. Therefore, a company's culture holds the key to success (or failure) in the long run. To create and sustain a competitive edge in the long run, companies must learn how to manage incremental and revolutionary change. The key, according to the authors, is to develop an "ambidextrous organization." Tushman and O'Reilly define ambidextrous organizations as those having internally consistent structures and an internal operating culture that provides for excelling today, while also planning for the future. The ambidextrous organizations are, thus, engaged in a balancing act between the management of incremental and revolutionary technologies. Further, these organizations have very different cultures within a company (or even a business unit, for that matter). Vision is vital to ambidextrous organizations, often displaying one vision that hosts multiple cultures in the unit. Of course, a firm can have multiple cultures under one roof by spinning off different business units and managing them independently. This is unacceptable to the authors. It is important to manage them as a whole, or as a system. The thing that holds the system components together is the overarching vision for the technology firm. That is why the book emphasizes strategic intent or competitive vision; because without a common, overarching purpose and set of values, the ambidextrous company just does not hold together. So it is not only different cultures, but different structures, systems, rewards, and competencies that need to be managed together. Drawing on their extensive research, consulting practice, as well as the experiences of managers from several "ambidextrous companies," the authors develop a model that can be used by executives to understand the dynamics of change necessary for long-term success. Toward this end, the book provides several tools for identifying and diagnosing the causes of performance gaps and for developing action plans to attain, and maintain, industry leadership. The book is divided into nine chapters. Chapter 1 is introductory, and it outlines the concepts underlying the authors' model. Chapter 2 highlights the significance of the concepts introduced earlier in the context of global change and innovation. Chapters 3 through 6 focus on the building of capabilities, competencies, and cultures that can generate a sustainable competitive advantage. Chapter 4 develops a model that highlights the congruence among an organization's strategies and four distinct factors: critical tasks, culture, structure, and people. A lack of congruence often results in performance gaps. Chapter 5 outlines how organizational culture-the selecting, socializing, and rewarding of workers consistent with the company's goals-promotes this congruence. It also illustrates how to assesses an organization's culture. Chapters 7 and 8 stand out in particular because in these chapters the authors introduce techniques for building an ambidextrous organization. …

Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal

(2002). Cool Projects, Boring Institutions: Temporary Collaboration in Social Context. Regional Studies: Vol. 36, No. 3, pp. 205-214.

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Cool Projects, Boring Institutions: Temporary Collaboration in Social Context

Situation de conception et apprentissage collectif

Physical artefacts such as mockups and prototypes play a critical role in New Product Development (NPD) and design processes. However several authors (Carlile, 2002; Nicolini, Mengis & Swan, 2012; ...

How Physical Artefacts Contribute to Design Processes

L'épopée Logan. Nouvelles trajectoires d'innovation

Acknowledgments List of Abbreviations 1. Introduction: The New Regimes of Design in Industry and Working Process Christophe Midler, Guy Minguet, Monique Vervaeke Part One: Constructing the Value of Innovation 2. Innovation-Driven Competition and Design System Dynamics: The Case of Car Communication Systems Christophe Midler, Sylvain Lenfle 3. From Watching the Markets to Making Trends: The Role of Industrial Designers in Competitive Strategies Monique Vervaeke 4. Concurrent Exploration and Research Management: Case Study Featuring a Speciality Chemicals Company Lise Gastaldi, Christophe Midler 5. Innovation Quest & Organization Dynamics in Start-Up: Linking the Cognitive and Social Dimensions in Start-Up Development Philippe Silberzahn, Christophe Midler Part Two: Innovations, Training And Social Identities 6. Engineering In Torment: Anomy or the Emergence of a Model Guy Minguet, Florence Osty 7. What Social Model Should Apply to Industrial Research? Analyzing Changes in Human Resources Management in a Speciality Chemicals Company Lise Gastaldi 8. Autopsy of the Internet Bubble: A Managerial Revolution or Capitalizing on Employees' Emotions (France 1998-2003) Emmanuelle Savignac, Anne-Marie Waser 9. Redynamizing Trades: A Case Study in Aeronautic Industry Philippe Lefebvre, Pascal Roos, Jean-Claude Sardas List of Editors List of Contributors References Index

Working on innovation

Project Management Journal, Vol. 47, No. 2, 3–7 © 2016 by the Project Management Institute Published online in Wiley Online Library (wileyonlinelibrary.com) DOI: 10.1002/pmj.21587 Guest Editorial Christophe Midler , CNRS and I3 Centre de Recherche en Gestion , Ecole Polytechnique , Palaiseau , France Catherine P. Killen , School of Systems, Management and Leadership, Faculty of Engineering and IT, University of Technology Sydney, Australia Alexander Kock , Technology and Innovation Management, Technische Universität Darmstadt, Darmstadt, Germany

Christophe Midler

Papers

Situation de conception et apprentissage collectif

How Physical Artefacts Contribute to Design Processes

L'épopée Logan. Nouvelles trajectoires d'innovation

Working on innovation

Project and Innovation Management: Bridging Contemporary Trends in Theory and Practice