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Getting New Things DoneNetworks, Brokerage, and the Assembly of Innovative Action$
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David Obstfeld

Print publication date: 2017

Print ISBN-13: 9780804760508

Published to Stanford Scholarship Online: January 2018

DOI: 10.11126/stanford/9780804760508.001.0001

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Mobilizing for Routine-based Innovation: NewCar’s Manual Shifter Redesign Initiative

Mobilizing for Routine-based Innovation: NewCar’s Manual Shifter Redesign Initiative

Chapter:
(p.112) 4 Mobilizing for Routine-based Innovation: NewCar’s Manual Shifter Redesign Initiative
Source:
Getting New Things Done
Author(s):

David Obstfeld

Publisher:
Stanford University Press
DOI:10.11126/stanford/9780804760508.003.0004

This chapter illustrates the BKAP model with an extended ethnographic case to show how network and knowledge processes interact to produce routine-based innovative action over time. The chapter first provides relevant context for the automotive design process, after which the author walks through the extended case in three phases of activity and analysis: the first phase involves disruption of the existing design routine and the initial challenges experienced by the manual shifter “crunch team” in its efforts to respond to that disruption; the second and third phases contrast two pairs of actors (two engineers and two sets of designers) who attempt to mobilize support for innovation. In both phase two and phase three, successful innovation advocates mobilized action through brokerage and knowledge articulation to get new things done.

Keywords:   innovation, brokerage, brokerage process, knowledge, knowledge articulation, routine-based innovation

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