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James M. Utterback. Foo, Henry John Sloan School of Management. Sloan School of Management 2014-09-19T21:48:04Z 2014-09-19T21:48:04Z 2014 2014 http://hdl.handle.net/1721.1/90241 890378619 Thesis: S.M. in Management Studies, Massachusetts Institute of Technology, Sloan School of Management, 2014. Title as it appears in MIT commencement exercises program, June 6, 2014: Boundary object failures and objects for innovation. Cataloged from PDF version of thesis. Includes bibliographical references (pages 67-71). The notion of innovation as a source of long-term growth is an attractive and familiar one, yet there is no set formula for guaranteed innovation. This paper examines the idea that novelty and novel ideas lie at the heart of innovation, but more importantly, are sometimes overlooked or prematurely dismissed given pressures at the interaction at the boundary between the intended audience and the representation of novelty by objects with universal comprehensibility. The examination of flows from the transition of novelty to boundary objects suggests that the interactions and organizational conditions surrounding the boundary object -- the relational construction -- compete and thereby influence the interpretation and adoption of new technology. Using the case of Xerox PARC, this paper examines the factors occurring in a highly-novel research setting, wherein the interaction between technical, social, and business/financial concerns yield many sources of potential conflict. A conceptual model of understanding these categories of interactions is introduced, and its use is suggested to encourage higher receptivity to developing sciences and technologies. by Henry John Foo. S.M. in Management Studies 71 pages eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. When technology and business collide : sheltering novelty as a source of innovative products Boundary object failures and objects for innovation Thesis application/pdf Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="caaff5e7-cf65-48b7-aa35-f03b0ac19340"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>When technology and business collide : sheltering novelty as a source of innovative products</Title> <Subtitle>Boundary object failures and objects for innovation</Subtitle> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2014</PublicationDate> <Authors> <Author> <DisplayName>Foo, Henry John</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Abstract>The notion of innovation as a source of long-term growth is an attractive and familiar one, yet there is no set formula for guaranteed innovation. This paper examines the idea that novelty and novel ideas lie at the heart of innovation, but more importantly, are sometimes overlooked or prematurely dismissed given pressures at the interaction at the boundary between the intended audience and the representation of novelty by objects with universal comprehensibility. The examination of flows from the transition of novelty to boundary objects suggests that the interactions and organizational conditions surrounding the boundary object -- the relational construction -- compete and thereby influence the interpretation and adoption of new technology. Using the case of Xerox PARC, this paper examines the factors occurring in a highly-novel research setting, wherein the interaction between technical, social, and business/financial concerns yield many sources of potential conflict. A conceptual model of understanding these categories of interactions is introduced, and its use is suggested to encourage higher receptivity to developing sciences and technologies.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>