Engagement in innovation management: Perceptions and interests in the GM debate1
Research output: Journal contributions › Journal articles › Research › peer-review
Standard
In: Creativity and Innovation Management, Vol. 12, No. 4, 01.12.2003, p. 211-220.
Research output: Journal contributions › Journal articles › Research › peer-review
Harvard
APA
Vancouver
Bibtex
}
RIS
TY - JOUR
T1 - Engagement in innovation management
T2 - Perceptions and interests in the GM debate1
AU - Weisenfeld, Ursula
PY - 2003/12/1
Y1 - 2003/12/1
N2 - The development of a technology and the innovations based on that technology usually affect stakeholders who have different perceptions and interests. Key issues in the company's engagement with these stakeholders are information and negotiation. Engagement is an ongoing process during which perceptions as well as interests may change. In this article it is argued that knowing the nature of interests and perceptions of the involved parties at a certain critical point leads to possible ways of engagement which in turn may help creating a satisfying outcome of the innovation process. First, information is necessary to change perceptions, and second, negotiation is necessary to accommodate interests. Two examples from the biotechnology industries (genetically modified (GM) crops) are used to demonstrate that perceptions and interests are the key factors in driving the engagement process between a company and its stakeholders, and communication in the engagement process should emphasize giving information and/or negotiation, depending on the nature of perceptions and interests.
AB - The development of a technology and the innovations based on that technology usually affect stakeholders who have different perceptions and interests. Key issues in the company's engagement with these stakeholders are information and negotiation. Engagement is an ongoing process during which perceptions as well as interests may change. In this article it is argued that knowing the nature of interests and perceptions of the involved parties at a certain critical point leads to possible ways of engagement which in turn may help creating a satisfying outcome of the innovation process. First, information is necessary to change perceptions, and second, negotiation is necessary to accommodate interests. Two examples from the biotechnology industries (genetically modified (GM) crops) are used to demonstrate that perceptions and interests are the key factors in driving the engagement process between a company and its stakeholders, and communication in the engagement process should emphasize giving information and/or negotiation, depending on the nature of perceptions and interests.
KW - Management studies
UR - http://www.scopus.com/inward/record.url?scp=84961898656&partnerID=8YFLogxK
UR - https://www.mendeley.com/catalogue/fb1bfab1-cc01-3abf-a417-85e1e1feb8d7/
U2 - 10.1111/j.0963-1690.2003.00284.x
DO - 10.1111/j.0963-1690.2003.00284.x
M3 - Journal articles
AN - SCOPUS:84961898656
VL - 12
SP - 211
EP - 220
JO - Creativity and Innovation Management
JF - Creativity and Innovation Management
SN - 0963-1690
IS - 4
ER -