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Oeij, P.R.A. (author), van Vuuren, T. (author), Dhondt, S. (author), Gaspersz, J.B.R. (author), de Vroome, E.M.M. (author)
Purpose. The purpose of this paper is to investigate whether insights into high reliability organizations (HROs) are useful for innovation management teams. HRO teams can keep failure to a minimum level due to high alertness and resilience. Project teams working on innovation management could benefit from HRO principles and thus reduce their...
article 2018
document
Oeij, P.R.A. (author), Dhondt, S. (author), Gaspersz, J.B.R. (author), van Vuuren, T. (author)
Project teams carrying out innovation projects are investigated during critical incidents. Earlier, a Team Innovation Resilience Behavior (IRB)-scale was successfully applied to quantitative survey data (Oeij, 2017). Team IRB is the team's capacity to effectively deal with possible incidents and ensure the project's continuation. This study uses...
article 2017
document
Oeij, P.R.A. (author), Gaspersz, J.B.R. (author), van Vuuren, T. (author), Dhondt, S. (author)
The purpose of this conceptual article is to demonstrate that Donald Schön’s Reflective Practitioner actually outlines an explicit model of the steps that project leaders in practice apply largely unaware. This reflective research model furthermore can be meaningfully combined with Argyris and Schön’s model of organizational learning. The...
article 2017
document
Oeij, P.R.A. (author), Dhondt, S. (author), Gaspersz, J. (author)
Project team members and project leaders of innovation projects were interviewed about the possible presence of defensive behaviours within the team. Discussing defensive behaviour is not self-evident. While investigating defensive behaviour can be done validly by observation techniques, to talk about defensiveness often leads to socially...
conference paper 2016
document
Oeij, P.R.A. (author), Gaspersz, J. (author), van Vuuren, T. (author), Dhondt, S. (author)
In 1983 Donald Schön wrote the Reflective Practitioner which implicitly but never explicitly contains a model of steps what it is to act as a reflective practitioner in real life. In this paper we apply that model and try to make this latent (tacit) model into a manifest (explicit) model. Project leaders of innovation teams were studied via in...
conference paper 2016
document
Oeij, P.R.A. (author), Dhondt, S. (author), Gaspersz, J.B.R. (author)
Purpose. This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and...
article 2016
document
Oeij, P.R.A. (author), Dhondt, S. (author), Gaspersz, J.B.R. (author), van Vuuren, T. (author)
Project team members and project leaders of innovation projects were interviewed about the possible presence of defensive behaviours within the team. While investigating defensive behaviour can be done validly by observation techniques, to talk about defensiveness within a team often leads to socially desirable and therefore biased information....
article 2016
document
Oeij, P.R.A. (author), Dhondt, S. (author), Gaspersz, J.B.R. (author), de Vroome, E.M.M. (author)
Projects are often doomed to fail. An explorative case study which carried out team-based complex innovation projects in a research and technology organisation suggests three main results. 1] Project team leaders experienced that the complexity involved in the various aspects of team functioning, made it prone to mixed messaging. 2] One of the...
article 2016
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