Abstract
This chapter broadens and deepens insight from the previous chapter by bringing in another theoretical perspective: the Geertzian perspective of culture. It describes how the import of broader global managerial trends affect knowledge-creation processes and the differentiated cultures they are embedded in.
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- 1.
‘Dugnad’ is a Norwegian word for volunteer work or means doing something for the collective well-being without pay—will be elaborated further later in the book.
- 2.
The consequences can be production tools that break, a failure in tests, etc.
- 3.
NE was still owned by Ford when the interview in C3 was conducted.
- 4.
‘Dugnad ’ is discussed further in the facilitative management chapter.
- 5.
Teardown is when an OEM takes one of the competitors’ cars and disassembles it. In this way, they can analyze the parts and find out how it is produced. It is regarded as an acknowledgement of one’s competence to participate in this.
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Holtskog, H., Carayannis, E.G., Kaloudis, A., Ringen, G. (2018). Culture: Internal Business Contradictions. In: Learning Factories. Palgrave Studies in Democracy, Innovation, and Entrepreneurship for Growth. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-41887-2_5
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