Abstract
ABSTRACTIn this paper, we introduce an analytical framework – called the Triple Uncertainty (TU) – that casts strong doubt on both the existence of a linear path leading to organisational innovation and the alleged accuracy of most R&D performance metrics. This framework, grounded on both the analysis of field-data and actor-network theory underpinnings, emphasises the importance of a series of uncertainties that pervade the management of techno-scientific projects. According to the TU framework, the management of techno-scientific projects hinges on the choice of mode of organisational coordination. To illustrate this thesis, we analyse in this paper the managerial complexities of a techno-scientific R&D project at Tenaris (a world-leading manufacturer of steel-tubes) whose intended outcome is a computer simulation of a critical industrial process.
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