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Technical Staff Management for Radical Innovation in Science-based Organizations: a New Framework Based on Design Theory

Author

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  • Benjamin Cabanes

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique, ST-CROLLES - STMicroelectronics [Crolles])

  • Philippe Galy

    (ST-CROLLES - STMicroelectronics [Crolles])

  • Pascal Le Masson

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

  • Benoit Weil

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

Abstract

The challenges of managing radical innovation in hypercompetitive environments require a critical re-evaluation of R&D practices. Among these R&D practices, the management of technical staff (i.e. researchers, scientists and engineers) is increasingly crucial for science-based organizations. Indeed, a key challenge is to be able to anticipate and to accelerate the renewal of knowledge, competencies and expertise in a context of uncertain dominant design, while controlling resources. Today, the dual ladder system is the main technical staff management system used by the most organizations. Paradoxically, though this management device has been strongly criticized by practitioners and researchers, it is still the same for over 50 years. This paper discusses the relevance of the dual ladder system and its limitations in situation of radical innovation, by using recent advances in design theory. Recent advances in design theory highlight a new way of thinking about innovation far beyond a mere combination of existing knowledge to include the renewal of knowledge and the expansion of expertise. Based on a collaborative management research conducted in one of the European leaders in semiconductor industry, this qualitative research highlights that design theory allows characterizing the role of technical staff according to different modalities of intervention. From a practical perspective, we propose to complete the dual ladder system by a new organizational structure, able to take into account the role of experts and the conditions of technical staff collective action for radical innovation management.

Suggested Citation

  • Benjamin Cabanes & Philippe Galy & Pascal Le Masson & Benoit Weil, 2016. "Technical Staff Management for Radical Innovation in Science-based Organizations: a New Framework Based on Design Theory," Post-Print hal-01291190, HAL.
    • Handle: RePEc:hal:journl:hal-01291190
    Note: View the original document on HAL open archive server: https://minesparis-psl.hal.science/hal-01291190v1
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    References listed on IDEAS

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    1. Sébastien Gand & Olga Lelebina & Jean-Claude Sardas, 2010. "La gestion des parcours d'experts en entreprise : pourquoi la simple gestion des carrières est insuffisante et comment la compléter ? Proposition d'un cadre d'analyse," Post-Print hal-00818094, HAL.
    2. Pascal Le Masson & Maria Elmquist, 2009. "The value of a "failed" R&D project : an emerging evaluation framework for building innovative capabilities," Post-Print hal-00449662, HAL.
    3. Pascal Le Masson & Benoit Weil & Armand Hatchuel, 2010. "Strategic Management of Design and Innovation," Post-Print hal-00696953, HAL.
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    7. Anne Y. Ilinitch & Richard A. D'Aveni & Arie Y. Lewin, 1996. "New Organizational Forms and Strategies for Managing in Hypercompetitive Environments," Organization Science, INFORMS, vol. 7(3), pages 211-220, June.
    8. Pascal Le Masson & Sylvain Lenfle & Benoit Weil, 2013. "Testing whether major innovation capabilities are systemic design capabilities: analyzing rule-renewal design capabilities in a case-control study of historical new business developments," Post-Print hal-00881700, HAL.
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    Cited by:

    1. Marie-Alix Deval & Sophie Hooge & Benoit Weil, 2021. "Understanding the emergence of unknown domains of expertise in established firms: learnings from Renault's collaboration with industrial management scholars since the 1950's," Post-Print hal-03324548, HAL.
    2. Mario Benassi & Matteo Landoni, 2019. "State-owned enterprises as knowledge-explorer agents," Industry and Innovation, Taylor & Francis Journals, vol. 26(2), pages 218-241, February.
    3. Marie-Alix Deval & Sophie Hooge & Benoit Weil, 2021. "The emergence of “experts of the unknown” – Learnings from Renault and SNCF," Post-Print hal-03264373, HAL.
    4. Benjamin Cabanes & Stéphane Hubac & Pascal Le Masson & Benoit Weil, 2021. "Improving reliability engineering in product development based on design theory: the case of FMEA in the semiconductor industry," Post-Print hal-03143866, HAL.

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