A failure to properly perceive commercial conditions requiring innovation and a failure to understand the underlying nature of technological change are typically said to engender a reluctance to innovate. Explanations of why mature firms in particular, are slow to innovate, frequently draw upon technological, economic or strategic descriptions. However, human interaction and understanding are suggested as being 'at the heart' of the process. Consequently, this thesis considers the cognitive and social nature of managerial vision and its role in stimulating innovation within ICI Paints. Drawing upon a Situated Cognition perspective, a broad exploratory account of the role of the cognitive and social mechanisms of vision and the role of agency and structure by which technology is shaped and developed, suggests several conceptual areas where a cognitive approach may complement sociological approaches to technological change. The account suggests that the content of managerial vision is shaped through a personal discourse, shared practice and 'apprenticeship' learning and remains open to revision within the boundaries of 'ground rules and agreed prejudice'. Beliefs concerning future innovation opportunity are exchanged, modified and appropriated through a continuous social narrative, with an order of shared meaning provided by the cultural heritage of the firm, the specification of a particular technology and the 'legitimising' influence of 'communities of practice'. Consequently, the construction, development and transmission of 'vision' is situated within the meaning that existing practice and technology has for individuals.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:653653 |
| Date | January 2001 |
| Creators | Lancaster, Nicholas James |
| Publisher | University of Edinburgh |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://hdl.handle.net/1842/23081 |
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