WP 5 NACHOS | Area: Implementation
Key research question of the sub-project:
How do social processes and psychological motives act as field forces in innovation processes?
TP 5: Reconstructing the field forces in social networks during the genesis and diffusion of
innovations
(PI: Prof. Dr Michael Dick | Co-PIs: Prof. Dr Sabrina Jeworrek, Prof. Dr Kersten Roth)
Research in social and organisational psychology understands innovation as a process in which phases of divergent thinking (creativity, openness) alternate with phases of convergent thinking (analysis, decision-making). It has demonstrated that innovations arise through communication and cooperation, particularly in informal and non-binding settings. The exercise of power, a lack of trust or strong formal control are considered to be obstacles, whilst cooperative styles of conflict resolution, heterogeneous teams or the interdisciplinary networking of knowledge are seen as conducive to innovation (Scholl 2004; Bledow et al. 2009). The same applies to complex transformation processes (organisational change), which require both a clear vision (thinking from the end / creating a vision) and concrete starting points (thinking from the starting point / creating a sense of urgency) (Kotter 1999).
In order to describe the conditions and dynamics involved in the genesis and diffusion of innovations, this research project will shift its focus away from the individual company to examine regional networks as well as inter-organisational relationships of cooperation and competition. These are described as a third form of organisation alongside the market and hierarchy, exhibiting their own unpredictable dynamics (Sydow 1992, Endres 2022). Their structures range from fragile and open forms of cooperation between several partners to binding strategic networks between companies. "Weak ties" refer to diffuse and constantly changing connections and boundaries, whilst "strong ties" describe stable and cohesive social communities (Granovetter 1973). Weak ties in particular, also understood as "structural holes" (Burt 1992), are regarded as conducive to learning and innovation (Scheidegger 2010, 146ff.; Powell & Grodall 2006).
Kurt Lewin’s field theory interprets human behaviour and collective development processes (group dynamics) as the result of attractive and repulsive forces within the social and physical environment. Behaviour is viewed as a function of the individual and the environment (V=P*U). The environment influences both the intensity and the direction of motivation and behaviour. Cooperation and competition – or rather, the incentives for them – are also effective field forces in this sense. The theory of social interdependence builds on Lewin’s field theory and explains that shared goals promote cooperative processes when the partners are dependent on one another (Deutsch 1973) and pursue common goals. It has been empirically substantiated on numerous occasions and has given rise to specific methods, notably ‘constructive controversy’ (Johnson 2015). It was adapted by Vollmer, Dick & Wehner (2015) for work and organisational research and states that positive interdependence is an essential prerequisite for the success of inter-organisational cooperation.
The sub-project considers change processes from the beginning (societal needs) to the end (technical and economic possibilities) and views the respective sub-processes as feedback loops. Methods drawn from network analysis, innovation research, creativity promotion, participation and decision support are employed. These field forces, which operate both collectively and individually (e.g. fears, desires, values, interests, motives …), are described in such a way that they can be incorporated into economic models and enhance their predictive power. Conversely, the newly developed models can visualise relevant interrelationships and present them in an accessible way to support dialogue processes across the entire network.