Читать книгу Innovation in Sport. Innovation Trajectories and Process Optimization онлайн

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A comparison between the manufacture of ultra-light mountaineering equipment (backpack or harness, see (Soulé and Lefèvre 2015)) and that of a new adjustable kayak seat within two different very small businesses (VSBs) shows varying levels of success. Yet failure or success can be explained symmetrically according to similar principles: growing interest and attachment (or not) of multiple allies, strength or fragility of ties (likely to produce continuous reconfigurations of the network), and ability (or not) to compromise – especially on technical perfectionism (Soulé et al. 2014). If, in all cases, contingency and unpredictability are prevalent, the question of the capacity of the innovation’s project owners to compromise on their initial project or program appears essential. It is in particular with regard to this aspect that it is possible to understand the contrasting fates of innovations carried by a pole manufacturing company, whose different ages testify to very different abilities to compromise (technical, commercial, entrepreneurial) in order to achieve a successful operation (Hallé et al. 2016; Vignal et al. 2018).