Making Decisions on Innovation: Meetings or Networks?
Summary. This paper challenges the traditional view that innovation decisions happen in formal gate and portfolio meetings. Through two case studies, the authors show that actual decision-making occurs through informal networks of negotiations and micro-decisions among project managers, team members, and other actors. Official meetings function as checkpoints where approvals are sought rather than decisions made. Mandatory templates and documents serve as boundary objects that create new control points in the innovation process.
Cite this article
Christiansen, J. K., & Varnes, C. J.. (2007). Making Decisions on Innovation: Meetings or Networks?. Creativity and Innovation Management. https://doi.org/10.1111/j.1467-8691.2007.00441.x
Christiansen, John K., and Claus J. Varnes. “Making Decisions on Innovation: Meetings or Networks?.” Creativity and Innovation Management, 2007. https://doi.org/10.1111/j.1467-8691.2007.00441.x.
Christiansen, John K., and Claus J. Varnes. 2007. “Making Decisions on Innovation: Meetings or Networks?.” Creativity and Innovation Management. https://doi.org/10.1111/j.1467-8691.2007.00441.x.
@article{christiansen-2007-making-decisions-innovation-meetings-networks,
title = {Making Decisions on Innovation: Meetings or Networks?},
author = {John K. Christiansen and Claus J. Varnes},
journal = {Creativity and Innovation Management},
year = {2007},
doi = {10.1111/j.1467-8691.2007.00441.x},
url = {https://doi.org/10.1111/j.1467-8691.2007.00441.x}
}
TY - JOUR TI - Making Decisions on Innovation: Meetings or Networks? AU - John K. Christiansen AU - Claus J. Varnes JO - Creativity and Innovation Management PY - 2007 DO - 10.1111/j.1467-8691.2007.00441.x UR - https://doi.org/10.1111/j.1467-8691.2007.00441.x ER -
Details
- DOI
- 10.1111/j.1467-8691.2007.00441.x
- Countries
- Denmark
- Regions
- Europe
- Categories
- innovation-theory, innovation-networks, general-innovation
- Added
- 2026-04-28