Tensions in collaborative innovation projects and higher-level learning
Abstract
Purpose
Ensuring collaboration between partners involved in a collaborative innovation project is a challenge for project managers. This paper aims to highlight how taking a high-level learning approach can represent a managerial lever. In addition, it analyzes the impact of learning tensions in a partnership context.
Design/methodology/approach
The paper focuses on an explorative, longitudinal and in-depth analysis of the Innovative Solutions in Urban Systems project via a qualitative single-case study. The research is inductive and based on data from the field rather than a deductive application of theory.
Findings
Collaborative innovation projects represent a high-level learning case. Activity theory is suited to studying the dynamics of learning in collaborative innovation projects. Tensions can fertilize the front-end of collaborative innovation projects.
Research limitations/implications
Because of the chosen research approach, the research results may be difficult to generalize. Therefore, researchers are encouraged to test the conceptual framework further.
Practical implications
This article provides a framework for managing tensions in collaborative innovation projects. The results provide also a process to implement all criteria of sustainable development in these projects.
Social implications
This article highlights to what extent collaborative relations can be developed between participants through a questionnaire with social responsibility attributes. The questionnaire allows to foster participants’ trust.
Originality/value
This approach is original because the authors consider that situations exist that, by definition, belong to “higher-order learning”. Through a case study, they propose a framework to manage this situation.
Keywords
Acknowledgements
The authors would like to thank the competitiveness cluster and ANRT for supporting this research. The cluster employed researchers for three years to work as “Project Managers in Sustainable Development”. Their mission was divided between operational and research activities.
This paper forms part of a special section “Levels of learning: hither and whither”, guest edited by Max Visser, Ricardo Chiva and Paul Tosey.
Citation
Marcandella, E. and Guèye, K. (2018), "Tensions in collaborative innovation projects and higher-level learning", The Learning Organization, Vol. 25 No. 4, pp. 248-259. https://doi.org/10.1108/TLO-06-2017-0066
Publisher
:Emerald Publishing Limited
Copyright © 2018, Emerald Publishing Limited