This is a place to put information I'd like to share about useful resources - mainly on the web!
Sunday, December 05, 2010
Pro-innovation Bias?
...
" Innovation research seems to be built on a fundamental assumption that 'innovation is good', which limits the ability of decision makers and change agents to anticipate unintended and undesirable consequences. Hence, a central theme is to develop an understanding of how this bias is constructed in order to explore how it could be deconstructed.
Another central theme of the project is the separation of discourses on desirable and undesirable consequences. More specifically, undesirable consequences of innovation can potentially follow from all types of innovation. These consequences are to some (unknown) degree studied in disciplines such as biology, medicine, environmental studies and sustainable development, and theories are constructed within perspectives drawing on sociology, CMS, STS, etc. Innovation research, however, seems to have implicitly isolated itself from considering them. The separation of discourses in this manner can have dangerous implications. One is that innovation studies have become "routinized". Another is a case of self-defeating purpose; as change agents receive little practical guidance from innovation researchers on how to consider undesirable consequences, they may cause unnecessary suffering among stakeholders, thereby reducing the net value of an innovation. Yet another is a self-feeding vicious circle; unless undesirable consequences are highlighted by innovation researchers, funding bodies see little point in funding such studies, thereby further reducing research.
Project information
Site of research
Hanken School of Economics/Department of Management and Organisation
Period
December 2008-
Research Team
Professor Karl-Erik Sveiby (karl-erik.sveiby (at) hanken.fi, +358 (0)50 4320 160)
Ph.D. Pernilla Gripenberg (pernilla.gripenberg (at) hanken.fi , +358 (0)40 3521 338)
M.Soc. Sc. (Social Psychology), Doctoral candidate Beata Segercrantz (beata.segercrantz (at) hanken.fi, +358 (0)40 3521 500)
Events
Workshop May 5-7, 2010
The aim of this workshop is to encourage researchers to undertake research on consequences of innovation. In this field of research both theoretical and methodological development are needed due to the in-built pro-innovation bias in innovation theory. Undesirable consequences of innovation are notoriously complex, multi-faceted and multilevel and they transcend artificially created scientific boundaries. They require multi-disciplinary research and cross-boundary dialogue. They are difficult, but not impossible to study.
The objective of the workshop is to bring together a group of 15-30 innovation researchers to explore alternatives to mainstream innovation research by addressing how unintended and undesirable consequences of innovation could be brought into the research agenda of the innovation research field. We want to go beyond the 'pro-innovation bias'. To do so another important aim of the workshop is to produce a publication. Inspired by two keynote speakers, Professor Nancy Harding and Professor Jan Fagerberg, the participant will work in small groups throughout the workshop brainstorming, planning and partly writing the future publications. The approach will be critical but the contributions can draw upon a variety of perspectives ranging from mainstream approaches to critical realist and postmodern thought. Topics include contributions on, for example:
• dominant discourse of innovation research that marginalize discourses of unintended and undesirable consequences
• policy
• corporate social responsibility
• any other relevant topic brought forth by participants
Location: Hanken School of Economics, Department of Management and Organization,
P.O. Box 471, 00101 Helsinki, Finland
Inquires: Please contact beata.segercrantz (at) hanken.fi
The researchers' papers and bios can be downloaded.
Selected Publications
Sveiby, K.-E., Gripenberg, P., Segercrantz, B., Eriksson, A. & Aminoff, A. (2009). Unintended and Undesirable Consequences of Innovation. ISPIM Conference The Future of Innovation. Vienna, June 21-24, 2009. (Available on http://www.sveiby.com/articles/UnintendedconsequencesISPIMfinal.pdf)
Sveiby, K.-E. (2009). Aboriginal Principles for Sustainable Development as Told in Traditional Stories, Sustainable Development 17 (6): 341-356. (Available on http://www.sveiby.com/articles/AborigPrincipSustainability.pdf)
Segercrantz, B. (2009). Towards a (more) critical and social constructionist approach to New Product Development projects. Ephemera 9 (2): 182-194. (Available on http://www.ephemeraweb.org/journal/9-2/9-2segercrantz.pdf)
Gripenberg, P. (2005). ICT and the shaping of society: Exploring human-ICT relationships in everyday life. Ph.D. thesis, Hanken School of Economics. Helsinki: Edita Prima Ltd. (Available on http://dhanken.shh.fi/dspace/bitstream/10227/115/2/143-951-555-874-3.pdf)..."
Thursday, November 25, 2010
Wednesday, November 24, 2010
Some good reports here
Friday, September 17, 2010
Daily Free Software!
Today: Aiseesoft Streaming Video Recorder - Aiseesoft Streaming Video Recorder enables you to download videos from YouTube, Google video, Yahoo video, PBS, ESPN, blogtv, Adobe TV, ...
I downloaded an excellent screen captuyre facility from this site a week ago
Thursday, July 22, 2010
Open Source Graph or Network Visualization
the web author writes: "Open Source Graph or Network Visualization - Just as I did the last list "Open
Source Structured Graphics Libraries Written in Java" I realized
that I needed an entirely new category. Well here's that category,
network or graph visualization written in open source Java. It's got
some pretty stunning visuals so I recommend that everyone eyeball them."
Tuesday, March 30, 2010
Sunday, March 28, 2010
"British universities face a crisis of the mind and spirit. For thirty years, Tory and Labour politicians, bureaucrats, and “managers” have hacked at the traditional foundations of academic life. Unless policies and practices change soon, the damage will be impossible to remedy...
"...
From the accession of Margaret Thatcher onward, the pressure has risen. Universities have had to prove that they matter. Administrators and chairs have pushed faculty to win grants and publish and rewarded those who do so most successfully with periods of leave and other privileges that American professors can only dream of. The pace of production is high, but the social compact among teachers is frayed. In the last couple of years, the squeeze has become tighter than ever. Budgets have shrunk, and universities have tightened their belts to fit. Now they are facing huge further cuts for three years to come—unless, as is likely, the Conservatives take over the government, in which case the knife may go even deeper.
Administrators have responded not by resisting, for the most part, but by trying to show that they can “do more with less.” To explain how they can square this circle, they issue statements in the Orwellian language of “strategic planning.” A typical planning document, from King’s College London, explains that the institution must “create financially viable academic activity by disinvesting from areas that are at sub-critical level with no realistic prospect of extra investment.”
The realities that this cloud of ink imperfectly conceal are every bit as ugly as you would expect. Humanists who work on ancient manuscripts and languages or write about premodern history or struggle with hard issues in semantics don’t always make an immediate impact or bring in large amounts of grant money—even when other scholars around the world depend on their studies. If you don’t see the point of their work, why not eliminate them? Then you have room for things that pay off immediately.....
"...
Are academic salaries really the main source of the pressure on the principal? Vague official documents couched in management jargon are hard to decode. The novelist and art historian Iain Pears notes that King’s has assembled in recent years an “executive team with all the managerial bling of a fully-fledged multi-national, complete with two executive officers and a Chief information officer.” The college spent £33.5 million on administrative costs in 2009, and is actively recruiting more senior managers now. These figures do not evince a passion for thrift. Moreover, the head of arts and humanities proposes to appoint several new members of staff even as others are dismissed. Management probably does want to save money—but it definitely wants to install its own priorities and its own people, regardless of the human and intellectual cost.
Universities become great by investing for the long term. You choose the best scholars and teachers you can and give them the resources and the time to think problems through. Sometimes a lecturer turns out to be Malcolm Bradbury’s fluent, shallow, vicious History Man; sometimes he or she turns out to be Michael Baxandall. No one knows quite why this happens. We do know, though, that turning the university into The Office will produce a lot more History Men than scholars such as Baxandall.
Accept the short term as your standard—support only what students want to study right now and outside agencies want to fund right now—and you lose the future. The subjects and methods that will matter most in twenty years are often the ones that nobody values very much right now. Slow scholarship—like Slow Food—is deeper and richer and more nourishing than the fast stuff. But it takes longer to make, and to do it properly, you have to employ eccentric people who insist on doing things their way. The British used to know that, but now they’ve streaked by us on the way to the other extreme.
At this point, American universities are more invested than British in the old ways. Few of us any longer envy our British colleagues. But straws show how the wind blows. The language of “impact” and “investment” is heard in the land. In Iowa, in Nevada, and in other places there’s talk of closing humanities departments. If you start hearing newspeak about “sustainable excellence clusters,” watch out. We’ll be following the British down the short road to McDonald’s."
Saturday, November 28, 2009
Many TV channel feeds
go up a level for many more channels
Friday, November 20, 2009
WYATT variations
Set list
For German speakers and lovers of Robert Wyatt, Michael Mantler, Annie Whitehead, Sarah Jane Morris, etc., I recommend pointing your browser at http://tela.sugarmegs.org/_asxtela/RobertWyattVariations2008-10-31FrankfurtGermany.asx and letting Windows Media Player or whatever do its job.
Deutsches Jazzfestival Frankfurt 2008 - 'The Wyatt Variations'
Or you can download the file and you can fast-forward past the announcements. I am currently getting much pleasure from this - it helps to know the lyrics where there are instrumentals though, coz you can mentally sing along.
Of course we all know the concise British alphabet.
Tuesday, November 17, 2009
Wednesday, September 30, 2009
wildlife finder
"...30 years of wildlife film making. Dive into the BBC's archive, explore the wealth of video, sound, stories and breaking news, and let the greatest show on Earth unfold..."
Tuesday, September 22, 2009
More free pix
this just happens to be the page I'm on, there is lots more here. I am looking for a spaghetti junction foto.
Saturday, September 19, 2009
Sunday, September 06, 2009
forbidden
looks good, havent been, need a young child prepared to travel!
Wednesday, August 26, 2009
Supposedly genuine workplace quotations - sound familiar?
Dilbertian Quotes
A magazine recently ran a "Dilbert Quotes" contest. They were looking for people to submit quotes from their real life Dilbert-type managers. Here are the top 12 finalists:
1. As of tomorrow, employees will only be able to access the building using individual security cards. Pictures will be taken next Wednesday and employees will receive their cards in two weeks. (This is the winning quote from Fred Dales at Microsoft Corp in Redmond, WA.)
2. What I need is a list of specific unknown problems we will encounter. (Lykes Lines Shipping)
3. E-mail is not to be used to pass on information or data. It should be used only for company business. (Accounting manager, ElectricBoat Company)
4. This project is so important, we can't let things that are more important interfere with it. (Advertising/Marketing manager, United Parcel Service)
5. Doing it right is no excuse for not meeting the schedule. No one will believe you solved this problem in one day! We've been working on it for months. Now, go act busy for a few weeks and I'll let you know when it's time to tell them. (R&D supervisor, Minnesota Mining and Manufacturing/3M Corp.)
6. My Boss spent the entire weekend retyping a 25-page proposal that only needed corrections. She claims the disk I gave her was damaged and she couldn't edit it. The disk I gave her was write-protected. (CIO of Dell Computers)
7. Quote from the Boss: "Teamwork is a lot of people doing what I say." (Marketing executive, Citrix Corporation)
8. My sister passed away and her funeral was scheduled for Monday. When I told my Boss, he said she died so that I would have to miss work on the busiest day of the year. He then asked if we could change her burial to Friday. He said, "That would be better for me." (Shipping executive, FTD Florists)
9. "We know that communication is a problem, but the company is not going to discuss it with the employees." (Switching supervisor, AT&T Long Lines Division)
10. We recently received a memo from senior management saying: "This is to inform you that a memo will be issued today regarding the subject mentioned above." (Microsoft, Legal Affairs Division)
11. One day my Boss asked me to submit a status report to him concerning a project I was working on. I asked him if tomorrow would be soon enough. He said "If I wanted it tomorrow, I would have waited until tomorrow to ask for it!" (New business manager Hallmark Greeting Cards.)
12. As director of communications, I was asked to prepare a memo reviewing our company's training programs and materials. In the body of the memo in one of the sentences I mentioned the "pedagogical approach" used by one of the training manuals. The day after I routed the memo to the executive committee, I was called into the HR director's office, and told that the executive vice president wanted me out of the building by lunch. When I asked why, I was told that she wouldn't stand for perverts (paedophilia?) working in her company. Finally, he showed me her copy of the memo, with her demand that I be fired - and the word "pedagogical" circled in red. The HR manager was fairly reasonable, and once he looked the word up in his dictionary and made a copy of the definition to send back to her, he told me not to worry. He would take care of it. Two days later, a memo to the entire staff came out directing us that no words which could not be found in the local Sunday newspaper could be used in company memos. A month later, I resigned. In accordance with company policy, I created my resignation memo by pasting words together from the Sunday paper. (Taco Bell Corporation).
Tuesday, August 04, 2009
ftp://ftp.qualisresearch.com/pub/qda.pdf
I havent tried this free qualitative analysis software - but looks promising!
-Weft QDA is an easy-to-use tool to assist in the analysis of textual data such as interview transcripts, written texts and fieldnotes. It includes a number of fairly standard CAQDAS features (follow links to see screenshots):
- Import documents from plain text or PDF
- Character-level coding using categories organised in a tree structure
- Category and document memos
- Retrieval of coded text and "coding-on"
- Simple coding statistics
- Fast free-text search
- Combine coding and searches using boolean queries: AND, OR, AND NOT
- "Code Review" to compare the coding of multiple categories
- Export to HTML and CSV formats
- Single-file (*.qdp) project format
- Available FREE on Windows & Linux, under a public domain licence