Exploring ideas generation through a shared artifact: The case of GasTec

Steven Pattinson,Jonathan M Scott,David Preece,Paul Lassalle,Jarna Heinonen

doi:10.1177/14657503211027091

Abstract

This case focuses on ideas generation in GasTec, a science-based small business specializing in the design and manufacture of gas sensors and analyzers. The case examines how employees’ interaction with a shared boundary object (The “Imagineering Wall”) contributed to the generation of innovative new ideas. The case shows how the Wall generated discussion and participation among employees, leading to enhanced absorption of internal and external knowledge. Interacting with the Wall exemplifies how both bottom-up processes through which employees shared knowledge internally, and top-down processes that supported formalized, managerial-led, external collaborations contribute to ideas generation and innovation. The case also highlights the current dilemma of GasTec’s Managing Director in deciding whether to continue to support the development of the Wall as part of its innovation strategy.

Highlights

The purpose of this case is to explore how a shared boundary object was used by a science-based small business (Pisano, 2006) as part of its ideas generation processes (Baker et al, 2005)
This case explores how employees at GasTec, an entrepreneurial science-based small business, interacted with the “Imagineering Wall,” and how this interaction contributed to ideas generation
The use of the “Imagineering Wall” as a shared facilitative boundary object (Fox, 2011) demonstrates how small businesses can bring together employees and leverage internal absorptive capacity to generate ideas that lead to innovative new products (Cassiman and Veugelers, 2006; Najafi-Tavani et al, 2018)

Summary

Introduction

The purpose of this case is to explore how a shared boundary object (the “Imagineering Wall”) was used by a science-based small business (Pisano, 2006) as part of its ideas generation processes (Baker et al, 2005). The “Imagineering Wall” represented a conversational and physical space (Baker et al, 2005) used as a shared facilitative boundary object within and beyond small business processes to encourage employees to generate new and innovative ideas. The innovation process triggered by the Wall led to participation in wider internal and external networks and knowledge reservoirs and flows It appeared that the Wall enhanced GasTec’s external absorptive capacity through its collaboration with “X.” Initially, the Wall was utilized by GasTec to motivate employees to share ideas openly, later switching to a top-down process through formalized collaborative projects with externally networked partners (including customers and suppliers). The use of the “Imagineering Wall” as a shared facilitative boundary object (Fox, 2011) demonstrates how small businesses can bring together employees and leverage internal absorptive capacity to generate ideas that lead to innovative new products (Cassiman and Veugelers, 2006; Najafi-Tavani et al, 2018). If it decides to continue, it needs to find a way to sustain “bottom-up” participation once the initial spurt of creativity is over—which might mean creating a clearer connection to external participants

Summary

Summary of the case

Teaching objectives and target audience

Teaching approach and strategy

Analysis

Feedback

Declaration of conflicting interests