| dc.description.abstract | Innovation is one of the foremost generators of value for organizations. Yet, keeping up with rapid technological changes and market demands requires new ways of thinking about innovation, within and between organizations. In this innovation context, innovation speed is viewed as an innovation capability to enhance performance. However, enhancing innovation speed, co-operation, and performance between actors requires an understanding of how actors view the innovation systems of which they are part. As actors naturally resist change, they may respond in different ways to innovation implementation and co-operation, based on having different preconditions and worldviews. For this reason, having different worldviews, and being unmindful of others´ preconditions and needs, may threaten actors´ existing beliefs, providing various barriers to the pace of innovation. This is seen as detrimental to the organizational (human-centered) innovation system.
Worldviews in this case involves how actors experience and make sense of the innovation systems of which they are part. This is related to the way actors create meaning from words, language (e.g. their own world understanding) and identity, which has significant value for how they respond to change and innovation. System structure is in this way perceived to impact worldviews by the way actors belong to language. As previous literature on innovation speed has emphasized economic or management factors, the social aspect and mechanisms driving commitment and willingness to cooperate is under-represented in innovation speed studies. For this reason, the thesis takes an interdisciplinary approach seeking to enhance our understanding of innovation speed, by drawing on the human centered concepts of System Thinking (soft systems), Worldviews and Design Thinking, emphasizing organizational actors’ perspectives and experiences.
The worldview concept is investigated in relation to innovation speed from two case studies (innovation projects), presenting a worldview process, and contributes with four distinct elements perceived as significant for how actors create meaning and take action in innovation projects: trust, a sense of urgency, defensive routines, and complacency. Furthermore, to enhance clarity, future visions and understanding of asymmetrical worldviews for innovation speed, the concept of Design Thinking is examined as a human centered and visual approach for communication, awareness, and trust among actors. Accordingly, the study answers the following research questions:
❖ In what way do system perspectives (worldviews) impact innovation speed?
❖ How is system structure (organizational vs. interorganizational project cooperation) significant for worldviews?
❖ What is the role of Design Thinking for worldviews and innovation speed?
By facilitating knowledge of the complexities of organizational and interorganizational innovation situations, the thesis presents a contextual understanding of actors’ worldviews and suggests a framework for innovation speed. This is of significance to managers or those participating or seeking to arrange innovation projects.
Main contributions to the literature involve presenting the dimension of worldviews to the innovation speed literature, as well as providing a new understanding of worldviews. The findings demonstrate how organizations may efficiently incorporate actor perspectives for innovation speed success, through more transparent, inclusive, and understanding innovation environments. | en_US |
