The promotor was Prof. Erik Jan Hultink and copromotors Dr Ellis van den Hende en Dr R. van der Lugt. The title of this dissertation is Armchair travelling the innovation journey. ‘Armchair travelling’ is an expression for travelling to another place, in the comfort of one’s own place. ‘The innovation journey’ is the metaphor Van de Ven and colleagues (1999) have used for travelling the uncharted river of innovation, the highly unpredictable and uncontrollable process of innovation. This research study began with a brief remark from an innovation project leader who sighed after a long and rough journey: ‘had I known this ahead of time…’. From wondering ‘what could he have known ahead of time?’ the immediate question arose: how do such innovation journeys develop? How do other innovation project leaders lead the innovation journey? And could I find examples of studies about these experiences from an innovation project leader’s perspective that could have helped the sighing innovation project leader to have known at least some of the challenges ahead of time? This dissertation is the result of that quest, as we do know relatively little how this process of the innovation project leader unfolds over time. The aim of this study is to increase our understanding of how innovation project leaders lead their innovation journeys over time, and to capture those experiences that could be a source for others to learn from and to be better prepared. This research project takes a process approach. Such an approach is different from a variance study. Process thinking takes into account how and why things – people, organizations, strategies, environments – change, act and evolve over time, expressed by Andrew Pettigrew (1992, p.10) as catching “reality in flight”.
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The promotor was Prof. Erik Jan Hultink and copromotors Dr Ellis van den Hende en Dr R. van der Lugt. The title of this dissertation is Armchair travelling the innovation journey. ‘Armchair travelling’ is an expression for travelling to another place, in the comfort of one’s own place. ‘The innovation journey’ is the metaphor Van de Ven and colleagues (1999) have used for travelling the uncharted river of innovation, the highly unpredictable and uncontrollable process of innovation. This research study began with a brief remark from an innovation project leader who sighed after a long and rough journey: ‘had I known this ahead of time…’. From wondering ‘what could he have known ahead of time?’ the immediate question arose: how do such innovation journeys develop? How do other innovation project leaders lead the innovation journey? And could I find examples of studies about these experiences from an innovation project leader’s perspective that could have helped the sighing innovation project leader to have known at least some of the challenges ahead of time? This dissertation is the result of that quest, as we do know relatively little how this process of the innovation project leader unfolds over time. The aim of this study is to increase our understanding of how innovation project leaders lead their innovation journeys over time, and to capture those experiences that could be a source for others to learn from and to be better prepared. This research project takes a process approach. Such an approach is different from a variance study. Process thinking takes into account how and why things – people, organizations, strategies, environments – change, act and evolve over time, expressed by Andrew Pettigrew (1992, p.10) as catching “reality in flight”.
MULTIFILE
Communities worldwide are critically re-examining their seasonal cultures and calendars. As cultural frameworks, seasons have long patterned community life and provided repertoires for living by annual rhythms. In a chaotic world, the seasons - winter, the monsoon and so on - can feel like stable cultural landmarks for reckoning time and orienting our communities. Seasons are rooted in our pasts and reproduced in our present. They act as schemes for synchronising community activities and professional practices, and as symbol systems for interpreting what happens in the world. But on closer inspection, seasons can be unstable and unreliable. Their meanings can change over time. Seasonal cultures evolve with environments and communities’ worldviews, values, technologies and practices, affecting how people perceive seasonal patterns and behave accordingly. Calendars are contested, especially now. Communities today find themselves in a moment of accelerated and intersecting changes - from climate to social, political, and technological - that are destabilizing seasonal cultures. How they reorient themselves to shifting patterns may affect whether seasonal rhythms serve as resources, or lead people down maladaptive pathways. A focus on seasonal cultures builds on multi-disciplinary work. The social sciences, from anthropology to sociology, have long studied how seasons order people’s sense of time, social life, relationship to the environment, and politics. In the humanities, seasons play an important role in literature, art, archaeology and history. This book advances scholarship in these fields, and enriches it with extrascientific insights from practice, to open up exiting new directions in climate adaptation. Critically questions traditional, often-static notions of seasons; re-interpreting them as more flexible, cultural frameworks adapting to changes to our societies and environments.
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