What is it about?
The paper develops a unique model of feedback loops as dynamic processes of organizational knowledge creation across the innovations’ front-end. The model illustrates complex and rich patterns of loops (increasing-decreasing, diverging-converging and frequent negative-cum-positive) not captured before.
Featured Image
Why is it important?
While we know a lot about the feedback loops, we hardly know about how they are patterned across the process of developing innovations. The paper by illuminating their unique patterns markedly improves upon the existing models of loops, including Kline and Rosenberg’s seminal work at Stanford in the mid-1980s.
Perspectives
The development of this paper was a dynamic process. I am grateful to my co-authors, the anonymous reviewers, and Prof. Haridimos Tsoukas, Prof. Dennis Gioia and Prof. Dorothy Leonard for their valuable comments and suggestions in developing this paper. The model I believe holds tremendous potential for future research in the fields of innovation, knowledge creation and organizational learning, to name a few.
Hammad Akbar
University of Liverpool, UK
Read the Original
This page is a summary of: Feedback Loops as Dynamic Processes of Organizational Knowledge Creation in the Context of the Innovations’ Front-end, British Journal of Management, September 2017, Wiley,
DOI: 10.1111/1467-8551.12251.
You can read the full text:
Contributors
The following have contributed to this page
