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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 to Advance Creative Projects: NewCar’s Prototype Parts Purchasing Activity

Mobilizing to Advance Creative Projects: NewCar’s Prototype Parts Purchasing Activity

Chapter:
(p.143) 5 Mobilizing to Advance Creative Projects: NewCar’s Prototype Parts Purchasing Activity
Source:
Getting New Things Done
Author(s):

David Obstfeld

Publisher:
Stanford University Press
DOI:10.11126/stanford/9780804760508.003.0005

This chapter illustrates the BKAP model through an extended ethnographic case to show how network and knowledge processes interact to produce project-based innovation. An ethnographic case study in the same automotive setting found in Chapter 4 illustrates the emergence of creative projects launched in pursuit of innovation. Specifically, this chapter depicts how an automobile manufacturer’s prototype parts purchasing routine contrasts with two creative projects undertaken to redesign it. The chapter elaborates how trajectory strategy, consisting of the trajectory projection and scheme, and trajectory management, consisting of knowledge articulation, brokerage activity, and an additional category emerging from the author’s field data—contingency management—impact the two projects’ adoption. To lay the groundwork for how the two creative projects emerged, the author describes the “cowboy culture” presented in the Introduction, a culture imprinted within NewCar that gave rise to behaviors through which creative projects were pursued.

Keywords:   innovation, brokerage, brokerage process, knowledge, knowledge articulation, project-based innovation, trajectory projection, trajectory management

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