<< programme

Management & Innovation

A Triple Helix 5 Track Proposed by:

Christiane Gebhardt, Malik Management Zentrum St. Gallen, Switzerland
email: christiane.gebhardt@mzsg.ch

Markus Pohlmann, University of Heidelberg, Germany
email: markus.pohlmann@t-online.de


Proposals are invited that cover the following questions:

Session I: The Educational System

  1. The role of the universities in the innovation system. Do established universities redefine their educational focus?
  2. Trainings have already begun to shatter the old established disciplines and the tra-ditional curricula. Why should one study at an university, attend a MBA class, join a corporate program? At what stage will market orientation capture academic train-ing. What is the value of new bachelors or MBA degrees?
  3. What are respective approaches of business schools (university based, private uni-versity)? What is their role in the innovation system?

Session II: Innovation Management

  1. Is the network approach just one possible structure for innovation among many others? What is the link between organizational structure, innovation and manage-rial belief systems?
  2. What are new concepts and forms of organizing innovation in companies? (f.e. rhi-zome organisation and life cycle based organizational development)
  3. What are the consequences of the innovation concepts for the management of in-novation?

Session III: Ethics and Innovation (Guido Palazzo)

  1. Autonomy, diversity, tolerance, courage and open communication have been dis-cussed as promoters of innovativeness in networks. What are the moral predisposi-tions of cooperating actors in a network that promote innovativess? How can virtue ethics contribute to a closer understanding of innovativeness or what might be the contribution of a Habermasian discourse ethics approach?
  2. Participative structures, flat hierarchies or group heterogeneity or a climate of trust have been identified as potential organizational promoter of a culture of innova-tiveness. How can organizational ethics contribute to clarify these preconditions of innovation?
  3. It can be assumed that the performance of a diverse team operating in transnational networks depends on their ability to create a shared framework of values, a shared goal and at least overlapping interpretations of the surrounding reality. How do transnationally operating networks establish these rules and values and what is the impact of shared standards on the innovativeness of cooperation?







Triple Helix Conference I Amsterdam, 1996 II New York, 1998 III Rio de Janeiro, 2000 IV Copenhagen, 2002 V Turin, 2005 VI Singapore, 2007 VII Glasgow, 2009 VIII Madrid, 2010 IX Stanford, 2011 X Indonesia, 2012 XI London, 2013
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