Jochen is Associate Professor of Innovation, Entrepreneurship and Strategy and Director Entrepreneurship at the UTS Business School. He leads the development and implementation of the entrepreneurship programs including the MBA in Entrepreneurship and the Bachelor of Entrepreneurship (Honours). His research, teaching and consulting focuses on issues of strategy, collaboration, entrepreneurship and innovation with a special interest in design thinking, emerging technologies and open innovation. Jochen was Visiting Scholar at Stanford University and Hasso Plattner Institute (HPI) School of Design Thinking at Potsdam University. He has taught at the UTS schools of Design and Architecture, Macquarie University, Shanghai University and Sydney School of Entrepreneurship. Prior to joining UTS he was a principal at PricewaterhouseCoopers, production engineer at Volkswagen and a program manager at the Goethe Institute. Jochen is also the founder of U.lab, an interdisciplinary thinktank and platform for innovation projects. For further information please visit Jochen's LinkedIn or ResearchGate profile page.
Jochen seeks to expand the capacity of strategy and design into truly interdisciplinary and open opportunities for innovation and entrepreneurship. He collaborates broadly and his work has been recognized internationally and published in academic journals and books. He is a winner of the Strategic Management Societies' Best PhD Paper Award and Honorable Mention for Best paper and he was awarded Honorable Mention by the Academy of Management Business Policy and Strategy Division for his dissertation. He has been granted numerous research and teaching grants as well as honors for his innovative and practice oriented approach including a UTS Business School teaching and learning award, UTS teaching and learning citation and a national recognition with the B/HERT Entrepreneurship Educator of the year award. Throughout his professional and academic career Jochen has worked with many organizations in Europe, Latin America and Asia-Pacific.
Can supervise: YES
Jochen's research interest is in Strategic Management, Innovation, Entrepreneurship, Collaboration, Emerging Technologies and Organisational Change. He has published over 50 research publications including journal articles, book chapters and books and industry reports. His research is industry involved and applied, specialising in the study of how organisations and managers navigate complex business environments at the intersection of strategy, design and emerging technologies including big data, blockchain and AI.Current research projects focus on how start-ups and large corporations manage to develop innovative products, services and business models using a human centred approach and how they create and capture value in response to disruptive technological change. For a list of current projects please see Jochen's ReseachGate profile.
Jochen is recognised as a passionate and leading educator, who has taught at universities in the UK, Japan, China, US, Germany, and New Zealand. Through several learning and teaching grants he has created new interdisciplinary learning experiences. With the U.lab program (2011-2014) he pioneered an experimental method of integrating student learning with professional collaboration to deliver real world outcomes, which he now continues via the Entrepreneurship and Innovation Practice (EIP) program. His teaching makes new technologies, knowledge and professional practices accessible to students while encouraging broad-based interdisciplinary skills in business strategy and innovation.
In 2014 Jochen was awarded the Teaching and Learning award of the UTS Business' School’s Management Group and a UTS Teaching and Learning Citation, as well as a national recognition with the Business Higher Education Roundtable B-HERT Best Entrepreneurial Teacher of the Year Award. In 2017 he was finalist for the Entrepreneurship Pedagody Award of Academy of Management Entrepreneurship Division. Jochen currently teaches in the UTS Executive Education, MBAe and EMBA programs and contributes to course development and teaching at the Sydney School of Entrepreneurship. Current courses include:
- Entrepreneurship and Innovation Practice (21944)
- Venture Planning and Pitching (21943)
- Innovation by Design (21869)
- The Navigator+ (94685)
Currently Jochen supervises PhD candidates Katrin Akpolat, David Bickett and Melanie Lewis. Past research students include Mark van Rijmenam (PhD), Krithika Randhawa (PhD), Jax Wechsler (MDes) and Sam Pinchen (Hons).
Providing a fresh perspective on strategy from an organizational perspective through a discursive approach, this third edition features key theoretic tenets and emphasizes the practices of strategy. It encourages the reader to be open to a wider set of ideas, with a little more relevance, and with a cooler attitude towards the affordances of the digital world and the possibilities for strategy's futures. The key areas of strategy take a critical stance in the new edition, and also include areas less evident in conventional strategy texts such as not-for-profit organizations, process theories, globalization, organizational politics and decision-making as well as the futures of strategy.
Updated to bring the material in line with the topical and contemporary ideas and debates on or about strategy and catering to students and their diverse learning styles, the second edition is an easy to use tool allowing students to switch from web resources to the print text and back again, opening windows on the world of strategy through cases that are vibrant and engaged, digital links that allow them to explore topics in more detail and video and other media that encourage relating theory to practice.
Providing a fresh perspective on strategy from an organizational perspective through a discursive approach featuring key theoretic tenets, this text is also pragmatic and emphasizes the practices of strategy to encourage the reader to be open to a wider set of ideas, with a little more relevance, and with a cooler attitude towards the affordances of the digital world and the possibilities for strategy's futures. The key areas of Strategy take a critical stance in the new edition, and also include areas less evident in conventional strategy texts such as not-for-profit organizations, process theories, globalization, organizational politics and decision-making as well as the futures of strategy. The new edition comes packed with features that encourage readers to engage and relate theory to practice and is complimented by a free Interactive e-book* featuring videos, cases and other relevant links, allowing access on the go and encouraging learning and retention whatever the reading or learning style. Suitable as core reading for undergraduate and postgraduate business management students of strategy and strategic management.
Design thinking aims to capture designers' creativity-driven approach to innovation that can be applied to anything from physical products and intangible services, to formulating and solving complex social problems. Design thinking promotes a particular mind-set that takes the user experience, or a human-centred perspective, as point of departure. While research into the application of design thinking to business problems is well documented, the utilisation of design thinking in university innovation is limited to few cases, and requires better understanding of specific practices for establishing a design thinking capacity in an academic context. This research develops and tests a series of emerging design thinking practices for application in a university context. Small case studies demonstrate each practice, offering interpretation for use. The research identifies six application areas for the practices: strategy, engagement, knowledge making, enactment, presentation, and reflective practice. Through an enactment of the model and practices described in a non-linear and reflexive way, a design thinking capacity can be established and tested. Design research typically applies design thinking tools to the framing and solving of challenges for products and services. This research demonstrates new ways and new tools for adopting design thinking to address innovation challenges specifically towards establishing and growing a design-led innovation lab. The volume offers fifty practices and several case study examples that form the groundwork for future research. 'Practicing' is published by Freerange Press, Melbourne.
Schweitzer, J & Jakovich, J 2012, Crowd-Share Innovation Intensive Creative Collaborations, 1, Project Freerange, Melbourne.
Complex problems cannot be solved around a boardroom table. Crowd-Share Innovation is the emerging technique for introducing mass input into tricky problems in face-to-face creative collaboration workshops. Participants include diverse people from the public, your best team players, and your toughest critics. In order to explore this new innovation terrain, we created 'Groundbreaker' – a series of crowd-share innovation workshops and provocative talks held in July and August 2012 at Object Australian Design Centre in Sydney.
Written by a team of leading academics, this groundbreaking new text is an invaluable guide to the core elements of strategy courses, that will challenge conventional thinking about the field. Key features: - Provides a coherent and engaging overview of the established 'classics' of strategy, while taking an innovative approach to contemporary issues such as power and politics, ethics, branding, globalisation, collaboration, and the global financial crisis. - A unique critical perspective that encourages you to reflect on the strategy process and strategic decision-making. - Packed with learning features, including a wealth of international case studies and accompanying discussion questions. - A website offering a full Instructors' Manual, video cases, podcasts and full-text journal articles.
Jakovich, J, Schweitzer, J, Brookes, WC, Edwards, M, Jupp, JR, Kirchner, NG & Nikolova, N 2011, U.lab - It's about you: An Emerging Interdisciplinary Framework for Innovation Projects, 1, DAB Documents Faculty of Design, Architecture & Building University of Technology, Sydney, Sydney, Australia.
Design thinking aims to capture designers' creativity-driven approach to innovation that can be applied to anything from physical products and intangible services, to formulating and solving complex social problems. Design thinking promotes a particular mind-set that takes the user experience, or a human-centred perspective, as point of departure. While research into the application of design thinking to business problems is well documented, the utilisation of design thinking in university innovation is limited to few cases, and requires better understanding of how to establish design thinking capacity in an academic collaboration context. This research establishes an interdisciplinary design thinking framework at the University of Technology, Sydney, that forms the basis for three experimental projects. New design thinking tools, such as '5X5' and 'faceboard', are developed and a novel public and university innovation program is tested over ten repeated scenarios. The design thinking framework can be adopted for practice and further research. This volume documents the first-steps taken by a cross-faculty university group towards developing an interdisciplinary innovation capacity. It demonstrates how through trialling the practices and methods of design thinking, a deep appreciation of designing, thinking, and practicing creativity emerges across non-design participants. Diverse disciplinary backgrounds and perspectives are illustrated as a source of opportunity to address complex teaching and research challenges. 'U.Lab - It's About You' is published by DAB Docs, University of Technology, Sydney.
Schweitzer, J 2008, Four essays on antecedents and consequences of governance in alliances, University of Technology, Sydney, Sydney.
van Rijmenam, M, Erekhinskaya, T, Schweitzer, J & Williams, MA 2019, 'Avoid being the turkey: How big data analytics changes the game of strategy in times of ambiguity and uncertainty', Long Range Planning.View/Download from: UTS OPUS or Publisher's site
In order for organisations to remain competitive in times of ambiguity and uncertainty, there is a need to detect and anticipate unknown unknowns, also called 'black swans'. When these are ignored they may lead to competitive struggles. In this paper, we build on this view and suggest that big data analytics can provide necessary insights to help change strategy making. Research suggests that ambidextrous organisations should focus on developing and maintaining their dynamic capabilities. Following on from this, we take a dynamic capabilities perspective and propose a theoretical framework to explain the intricacies of big data analytics. This framework explains the ability of organisations to detect, anticipate and respond strategically in ambiguous and uncertain business environments. For a meta- synthesis of 101 cases of big data analytics, we employ a multi-method approach that incorporates Natural Language Processing, semantic analysis and case analysis, allowing extraction and analysis of structured information from unstructured data. Overall, we find evidence of big data analytics helping to detect, anticipate and respond to industry disruption. We offer six propositions about the relationships between the levels of data analytics capabilities and strategic dynamic capabilities. We find that descriptive data analytics improves the capability of an organisation to understand the business context (sensing) and that predictive data analytics aids in the realisation of business opportunities (seizing). This study contributes to an understanding of big data analytics as a dynamic organisational capability that supports strategic decision-making in times of ambiguity and uncertainty. We conclude by suggesting areas for further investigation, particularly in regard to the strategic application of prescriptive data analytics.
Wechsler, J & Schweitzer, J 2019, 'Creating customer-centric organisations: The value of design artefacts', Design Journal, vol. 22, no. 4, pp. 505-527.View/Download from: UTS OPUS or Publisher's site
More organizations are adopting customer-centric innovation practices to increase business value; however, very little is known about the factors driving customer-centric innovation or the conditions under which innovation succeeds. Similarly, very little is known about the role of design artefacts as inputs in customer-centric innovation processes or as instruments that support the organizational change required for successful change. A practice-led case study was conducted to examine the role of design artefacts and to demonstrate how they are flexible and persuasive tools that mediate the social and intertwined demands of customer-centric innovation strategies. Five distinct roles of design artefacts are proposed and their value in contributing to innovation and organizational change are considered.
Randhawa, K, Josserand, EL, Schweitzer, J & Logue, D 2017, 'Knowledge Collaboration between Organizations and Online Communities: The Role of Open Innovation Intermediaries', Journal of Knowledge Management, vol. 21, no. 6, pp. 1294-1318.View/Download from: UTS OPUS or Publisher's site
This research paper aims to examine how open innovation (OI) intermediaries facilitate knowledge collaboration between organizations and online user communities. Drawing on a Community of Practice (CoP) perspective on knowledge, the study lays out a framework of the knowledge boundary management mechanisms (and associated practices) that intermediaries deploy in enabling client organizations to engage in online community-based OI.
Schweitzer, J 2016, 'How contracts and culture mediate joint transactions of innovation partnerships', International Journal of Innovation Management, vol. 20, no. 1, pp. 1-33.View/Download from: UTS OPUS or Publisher's site
Although the literature suggests that matters of contracting and governance in strategic innovation partnerships are interrelated and that governance of partnerships generally occurs with contractual heterogeneity, our understanding about the specific relationships between contracting and the partnership culture that facilitates joint transactions is rather vague. In this study, we clarify how the complexity of contractual agreements between partners in conjunction with the alignment of their innovation objectives and the ambiguity inherent in their mutual contributions to the partnership can be used to predict the culture of the partnership. We find that innovation partnerships result to be one of four types: bureaucratic, market, clan, or adhocracy. Our result emphasises the central role of con- tractual complexity as a suitable and relevant concept to capture the nature of inter- organisational innovation partnerships.
Schweitzer, J, Groeger, L & Sobel, L 2016, 'The design thinking mindset: An assessment of what we know and what we see in practice', Journal of Design, Business & Society, vol. 2, no. 1, pp. 71-94.View/Download from: UTS OPUS or Publisher's site
We review the design and management literature to identify and define key components of a design thinking mindset and report initial findings from fifteen in-depth interviews with innovation managers, who reflect on their practices while implementing design thinking in their organizations. Our study confirms a set of commonly understood and applied mindsets, but also reveals organizational constraints on translating cognition into behaviour. We argue that further mapping of design thinking mindsets and linking them to leadership theory provides a suitable point of departure for the study of design thinking and its role for innovation.
Schweitzer, J 2014, 'Leadership and Innovation Capability Development in Strategic Alliances', Leadership and Organization Development Journal, vol. 35, no. 5, pp. 442-469.View/Download from: UTS OPUS
This study examines whether heterogeneity in alliance capability development can be attributed to the use of certain intra-firm leadership behaviors. We suggest that transformational leadership behaviors have a stronger influence on the development of innovation (dynamic) capabilities of a strategic alliance than on the development of operational (substantive) capabilities, and that transactional leadership behaviors mainly preserve operational capabilities.
Schweitzer, J & Gudergan, S 2011, 'Contractual complexity, governance and organisational form in alliances', International Journal of Strategic Business Alliances, vol. 2, no. 1/2, pp. 26-40.View/Download from: UTS OPUS or Publisher's site
Contracting and governance related issues are critical for the success of alliances. In this paper, we provide a theoretical framework to describe the role of the contractual complexity of alliance agreements for the governance and organisational form of alliances. We suggest control theory to explain how the goal incongruence and performance ambiguity among collaborating partners, in conjunction with the complexity of their contractual agreements, affect the organisational form of alliances that can be characterised as bureaucracy, market, clan, or adhocracy. Our framework implies that managers who review and control contractual complexity, goal incongruence, and performance ambiguity, will be able to identify and employ governance for their alliances that better supports their firm's strategic intentions.
Schweitzer, J & Gudergan, S 2010, 'Leadership behaviours as ongoing negotiations and their effects on knowledge and innovation capabilities in alliances', International Journal of Knowledge Management Studies, vol. 4, no. 2, pp. 176-197.View/Download from: UTS OPUS or Publisher's site
In this paper, we examine ongoing negotiations in alliances through the lens of leadership behaviours. We integrate the leadership literature with the dynamic capability view of the firm to explain the effects of different leadership behaviours on the development of knowledge and innovation capabilities in strategic alliances. We propose that transformational and servant leadership behaviour supports the development of dynamic capabilities, whereas transactional leadership behaviour supports the maintenance of operational capabilities. We formulate propositions outlining the theoretical relationships between transformational, transactional and servant leadership behaviours and entrepreneurship as the antecedents of dynamic and operational capabilities within alliance teams. We discuss the consequences for management theory and practice and suggest future research avenues.
Schweitzer, J & Gudergan, S 2009, 'Practices of Governance and Leadership and Their Effect on Capability Development and Performance of Strategic Alliances: Results of an Empirical Study'.
Schweitzer, J & Gudergan, S 2009, 'Rent Creation Beyond Organizational Boundaries: The Role of Governance and Leadership for Capability Development at the Inter-Organizational Level'.
Clegg, SR, van Rijmenam, MH & Schweitzer, J 2019, 'The Politics of Openness' in Seidl, D, Whittington, R & Von Krogh, G (eds), Cambridge Handbook of Open Strategy, Cambridge University Press, pp. 307-325.View/Download from: UTS OPUS or Publisher's site
Recently, openness has become a new approach in strategizing as ownership and control of internal assets are no longer vital to achieving competitive advantage (Chesbrough & Appleyard, 2007). Nowadays, knowledge is widespread and open systems are generally regarded as beneficial in terms of organizational design and work culture. However, openness also comes with politics and it is not a practice that will necessarily be welcomed by all. Openness changes the power dynamics within an organization; there are critics as well as friends, as we shall explore. Openness is a process that can change over time, becoming more or less open as events occur and contingencies or actors change. We are interested in how dominant organizational actors can seemingly manipulate 'open systems' strategically.
Schweitzer, J 2018, 'Network capitalism and the role of strategy, contracts and performance expectations for Asia-Pacific innovation partnerships' in Clarke, T & Lee, K (eds), Innovation in the Asia Pacific - From Manufacturing to the Knowledge Economy, Springer, Singapore, pp. 181-200.View/Download from: UTS OPUS or Publisher's site
With the growth of emerging economies in Asia-Pacific over the last three decades collaboration with the aim of innovation between firms within and with partners outside the region have developed substantially. Not always have such partnerships fulfilled their anticipated strategic objectives. The literature suggests that the nature of market arrangements and the role of government within that system play a role, but also innate contracting practices and governance of innovation partnerships are related. Yet, our understanding about the specific relationships between these factors and the emerging partnership innovation culture that facilitates joint business activities in an Asia-Pacific context remains vague. In this conceptual chapter we suggest how characteristics of so called network capitalism in conjunction with the nature of contractual agreements between partners, the alignment of their innovation objectives and the ambiguity inherent in their mutual contributions to the partnership can be interpreted as indicators of joint innovation culture. However, while innovation partnerships generally may result to be bureaucratic, market, clan, or adhocracy, we discuss how in an Asia-Pacific context, innovation partnerships are limited by the extent of codification and diffusion of information and the social embeddedness of economic transactions.
Jacobs, B, Schweitzer, J, Wallace, L, Dunford, S & Barns, S 2018, 'Climate adapted people shelters: A transdisciplinary reimagining of public infrastructure through open, design-led innovation' in Transdisciplinary Theory, Practice and Education: The Art of Collaborative Research and Collective Learning, Springer, Switzerland, pp. 257-274.View/Download from: UTS OPUS or Publisher's site
© Springer International Publishing AG, part of Springer Nature 2018. Successful adaptation to climate change requires collective action by multiple actors operating at multiple scales. The Climate Adapted People Shelters (CAPS) project addressed the complex challenges of public exposure to urban heat, its impacts on the community, and the need for smarter public transport infrastructure to improve the liveability of cities in a warming world. It found that solutions to this problem require the integration of knowledge that includes, but is not limited to, the disciplines of environmental physics, innovation and design, business management, smart technology design, transport user behaviour and local governance. The project sought to foster innovation in climate adaptation through an open and human-centred design competition involving multiple stakeholders. The process was important because it revealed that community expectations about bus shelter design and performance were multi-faceted, and that the needs of infrastructure users could inform the practices of designing future public infrastructure. We discuss how to achieve more effective and broadly accepted urban design by utilizing open innovation, addressing urban resilience and climate adaptation, and leveraging the opportunities that lie within the use of data analytics and sensor technologies to address, in particular, transport user needs.
Schweitzer, J & Groeger, LC 2016, 'Transformational Leadership, Design Thinking and the Innovative Firm' in Soliman, F (ed), Business Innovation and Business Invention - Leveraging Interdependencies for Sustainability and Organizational Development, Springer, Cham, Swizerland.View/Download from: UTS OPUS
In this chapter we discuss the intricacies of innovation leadership behaviour and design thinking as drivers and enablers of organizational innovation. We propose transformational leadership and design thinking capabilities as suitable for alleviating issues of business innovation. Managers and the processes they apply, the behaviours they exert and the work cultures they promote are shaping the organisational practices and culture in which innovation occurs. As we explore design thinking capabilities and further conceptualise and interpreted them in light of transformational leadership theory, we find that transformational leadership offers a theoretical lens through which the transformative power of design thinking can be explained. A conceptual design innovation leadership model is proposed and its theoretical and managerial implications are discussed.
Edwards, M, Logue, DM & Schweitzer, J 2015, 'Towards an understanding of open innovation in services: Beyond the firm and towards relational co-creation' in Agarwal, R, Selen, W, Roos, G & Green, R (eds), The Handbook of Service Innovation, Springer, London, pp. 75-90.View/Download from: UTS OPUS
Schweitzer, J & Jakovich, J 2015, 'The emerging potential of crowd sharing: Learning and innovation beyond the organizational context' in Soliman Fawzy (ed), From Knowledge Management to Learning Organization to Innovation: The Way Ahead!, Cambridge Scholars Publishing, UK, pp. 208-230.View/Download from: UTS OPUS
Akpolat, K, Soliman, F & Schweitzer, J 2014, 'Learning and Innovation in Uncertain Times: The Role of Organisational Systems and Managerial Perceptions of Uncertainty' in Fawzy Soliman (ed), Learning Models for Innovation in Organizations: Examining the Roles of Knowledge Transfer and Human Resources Management, IGI Global, Hershey, PA, USA, pp. 209-221.View/Download from: UTS OPUS
Schweitzer, J & Jakovich, J 2012, 'A Call for a New Pedagogy for Design Thinking Education' in Schweitzer, J & Jakovich, J (eds), Crowd-Share Innovation: Intensive Creative Collaborations, Freerange Press, Melbourne, Australia, pp. 257-259.
Intensive, Creative Collaborations Edited by Jochen Schweitzer & Joanne JakovichComplex problems cannot be solved around a boardroom table. Crowd-Share Innovation is the emerging technique for introducing mass input into tricky problems in face-to-face creative collaboration workshops. Participants include diverse people from the public, your best team players, and your toughest critics. In order to explore this new innovation terrain, we at the u.lab created `Groundbreaker a series of crowd-share innovation workshops and provocative talks held in July and August 2012 at Object Australian Design Centre in Sydney.Through Groundbreaker we enacted our inclusive human-centred design model to infuse our methods into wider practice. The Groundbreaker series broadened the content developed in this field and identified leading innovators and future makers to encourage a community of practice. We asked how intensive, creative collaborations foster innovation in the complex and networked context of contemporary practice and we adapted our design tools to imagine futures of work and communication technologies.
Schweitzer, J, Edwards, M & Nikolova, N 2012, 'Designing Entrepreneurial Work Environments: Exploring Emergent Design Practices' in Schweitzer, J & Jakovich, J (eds), Crowd-Share Innovation: Intensive Creative Collaborations, Freerange Press, Melbourne, Australia, pp. 260-269.
In this paper we aim to outline an approach for fostering entrepreneurial creativity by utilizing design-thinking methodology. We explore designing as a practice driven approach to entrepreneurship that involves iteration and play during problem solving, team divergence, a stimulating and porous space, and entrepreneurial creativity that emerges from interpersonal relations within and between teams of entrepreneurs embedded in open networks.
Gudergan, S & Schweitzer, J 2008, 'Alliances' in Clegg, S & Bailey, J (eds), International Encyclopedia of Organization Studies, SAGE Publications, Inc., Thousand Oaks, CA, pp. 51-55.
Gudergan, S & Schweitzer, J 2008, 'Resource-based view of the firm' in Clegg, S & Bailey, J (eds), International Encyclopedia of Organization Studies, SAGE Publications, Inc., Thousand Oaks, CA, pp. 1380-1383.
Bickett, D, Schweitzer, J & Mastio, E 2019, 'Curiosity in leadership: A strategic paradox', 2019 European Group for Organizational Studies Conference, 35th European Group for Organisational Studies Colloquium, Edinburgh, UK.View/Download from: UTS OPUS
In this conceptual paper, we use a paradoxical lens to explore the strategic contradictions of leaders who are required to make balanced paradoxical choices, for example, when decision-making requires the identification of novel and creative solutions to difficult problems. We develop our perspective based on two recent large scale studies that delve into how curiosity is viewed and applied in contemporary firms. The results from these studies suggest a limited level of leader support for curious and enquiring minds; instead, they posit a position of top down decision-making as a means of managing risk. We also review the impact of cognitive bias when leaders consider their choice of decision-making approaches, either to provide exploratory support for curious enquiring minds or to maintain an exploitation position conducive to risk mitigation. We then move on to discuss the importance and relevance of contextual questioning in support of 'playfulness,' as a means of enhancing curiosity and encouraging exploration. With curiosity and exploration being essential to the identification of novel solutions, we suggest that contextual questions are integral to paradoxical frames associated with curiosity and risk. Our aim is to contribute to paradox theory by expanding theoretical insights supportive of an integrative approach to contextual questioning enhanced by serious play. In this way, enriching outcomes that are associated with curiosity; most notably when there are paradoxical tensions between curiosity and risk. Finally, we provide three questions as stimuli for further empirical research.
Bliemel, M, Schweitzer, J, Mery Keitel, A, Green, R, Nicolas, L, Miles, M, Moroko, L, Groeger, L & Griffith, S 2019, 'Herding cats to co-create cross-university courses in record time', University-Industry Engagement Conference, Sydney, NSW.View/Download from: UTS OPUS
The Navigator, a core unit of the new AUD$25 million state-funded Sydney School of Entrepreneurship (SSE), provides an example of how a new course is co-developed and co-delivered by an interdisciplinary group of academics across multiple universities to multiple cohorts of students from all 12 higher-education institutions (HEIs) across the State of New South Wales (NSW). What is unique about this course is the extremely diverse inter-organisational environment hosted by SSE and the speed at which the unit was designed, often adjusted only hours ahead of delivery. While the operational details of SSE still require attention, the cross-institutional collaboration to develop The Navigator is recognised as best-practice in co-development of state- or even nation-wide curriculum.
Groeger, L, Schweitzer, J, Sobel, L & Malcom, B 2019, 'Design Thinking Mindset: Developing Creative Confidence', Academy of Design Innovation .Management Conference 2019, Academy of Design Innovation Management Conference 2019, London, UK.View/Download from: UTS OPUS
While knowledge of design thinking (DT) processes and familiarity with its tools can be achieved relatively quickly, few educational programs foster a DT mindset. This study examines the effect of an experiential DT learning environment on the development of a DT mindset. We analyse the extent to which key attributes of a DT mindset are understood, evaluated and assessed. We show that the general value and related challenges of learning a DT mindset are well understood. However, students perceive the importance and value of particular mindset attributes differently; in particular, postgraduate student reflections provide a nuanced and interlinked view of different mindset attributes. We provide a framework for learning objectives and exemplary activities to teach and encourage designerly ways of thinking and doing in business education. We argue that a mindset that embodies DT can address deficits in business school education, better preparing students for future work.
Schweitzer, J & Bliemel, M 2019, 'Designing the Bachelor of Entrepreneurship (Honours) at the University of Technology Sydney: An integration of micro credentialing, blended and work integrated learning', 2019 Asia-Pacific UIIN Conference, University-Industry Engagement conference, Sydney, Australia.View/Download from: UTS OPUS
Instigated in 2017 and commencing in 2019, the University of Technology Sydney (UTS) will be offering Australia's first one-year full-time university-wide Bachelor of Entrepreneurship (Honours). The new program complements undergraduate entrepreneurship subjects and extra-curricular activities and also serves as a bridge into more extensive postgraduate qualifications. The primary objective of the degree is to support students towards developing their entrepreneurial venture. In this degree, students learn the skills, knowledge and mindset required to build a successful enterprise. It is open to all students with an undergraduate degree from any discipline, including architecture, design, communications, engineering, science, IT, health, law or business. The program was developed in collaboration with multiple UTS faculties and the wider startup community. It will be delivered through UTS Business School and the Faculty of Transdisciplinary Innovation, and integrated with the UTS Startups extra-curricular program.
Schweitzer, J, Bliemel, M & Marchand, J 2019, 'Redefining the Honours degree to create a pan-university pathway to Entrepreneurship: Integrating modularized learning with blended and work integrated approaches', ACERE 2019 Conference Handbook, ACERE Entrepreneurship Educator's Forum, Sydney, Australia.View/Download from: UTS OPUS
More than 40 per cent of students at the University of Technology Sydney want to create their own jobs or start their own companies. A greater percentage are interested in developing entrepreneurial capabilities for the future of work. EY's Global Centre for Entrepreneurship and Innovation found similar aspirations globally. With a growing interest in entrepreneurship and a thriving ecosystem in Australia, UTS explored the option of introducing a bespoke degree to help graduates from any discipline fulfil their entrepreneurial potential. Instigated in 2017 and commencing in 2019, UTS will be offering Australia's first one-year full-time university-wide Bachelor of Entrepreneurship (Honours). The new program complements undergraduate entrepreneurship subjects and extra-curricular activities and also serves as a bridge into more extensive postgraduate qualifications. The primary objective of the degree is to support students towards developing their entrepreneurial venture and learn the skills, knowledge and mindset required to build a successful enterprise. It is open to all students with an undergraduate degree from any discipline and was developed in collaboration with multiple UTS faculties and the wider startup community.
Sobel, L, Schweitzer, J, Malcom, B & Groeger, L 2019, 'Design Thinking Mindset: Exploring the role of mindsets in building design consulting capability', Academy of Design Innovation Management Conference 2019, Academy of Design Innovation Management Conference 2019, London, UK.View/Download from: UTS OPUS
Wechsler, J & Schweitzer, J 2019, 'Design artefacts as flexible and persuasive tools for customer-centric innovation', Academy of Design Innovation Management Conference 2019, Academy of Design Innovation Management Conference 2019, London, UK, pp. 505-527.View/Download from: UTS OPUS
More organisations are adopting customer-centric innovation practices to increase business value; however, very little is known about the factors driving customer-centric innovation or the conditions under which innovation succeeds. Similarly, very little is known about the role of design artefacts as inputs in customer-centric innovation processes or as instruments that support the organisational change required for successful change. A practice-led case study was conducted to examine the role of design artefacts and to demonstrate how they are flexible and persuasive tools that mediate the social and intertwined demands of customer-centric innovation strategies. Five distinct roles of design artefacts are proposed and their value in contributing to innovation and organisational change are considered.
Kaye, N, Schweitzer, J, Bliemel, MJ & Miles, M 2018, 'The Sydney School of Entrepreneurship: Building entrepreneurial capacity in NSW', http://acereconference.com/wp-content/uploads/2018/01/FINAL-ACERE-Progr…, Australian Centre for Entrepreneurship Research Exchange, Brisbane, QLD.View/Download from: UTS OPUS
Pitsis, T, Schweitzer, J, Mount, M & Al-Tabbaa, O 2018, 'Positive Design: Using Design Thinking as a Creative Process for Enhancing Project Outcomes', Academy of Management, Chicago, USA.View/Download from: UTS OPUS
This PDW brings together scholars and practitioners working on creativity, design thinking and strategy to explore, debate, and illustrate the ways in which design thinking is being used as a creative process to positively impact people as the beneficiaries and stakeholders of projects. The PDW is the first of a series of PDWs to be proposed at AOM over the next three years seeking to bring the design thinking and positive organizational scholarship communities together to advance knowledge, theorizing and research on how design thinking can impact projects to improve society and have a positive and sustainable impact on people, planet and profit. The workshop will be an interactive, design thinking led session and will produce micro-projects to advance the 'positive design' cause within the academy. This session will also be supported by the Project Management Institute (PMI) and will seek to broaden and build networks across AOM, SMS and PMI to advance creative approaches to project design with a focus on beneficiaries and stakeholders.
van Rijmenam, M & Schweitzer, J 2018, 'How to build responsible AI? Lessons for governance from a conversation with Tay', Big Data and Managing in a Digital Economy, AOM Specialized Conference: Big Data and Managing in a Digital Economy, Surrey, UK.View/Download from: UTS OPUS
The concern with openness is well established in organization theory providing a common language for observing, understanding and predicting system behaviours. Beside more conventional views of systems, which favour an objectivised view of relations between organizations and, therefore, recommendations for setting the conditions of their mutual openness, Luhmann's theoretical framework shows that openness is problematic per se for social systems as organizations. Systems endogenously construct their differentiation from other systems through closure. Any systemic society is based on closure and specific cognitive rules, not on openness and objectivised communication. In the language of systems theory, openness is a lure as a systemic analysis of the fragmentation of power shows. We use Clegg's (1989) 'circuits' approach to a systems theory of power to make connections with Luhmann (1979): there are many points of comparison between them, including the key role of events, the centrality of social constructions and the autopoietic nature of the circuits of power.
van Rijmenam, M, Erekhinskaya, T, Schweitzer, J & Williams, MA 2017, 'How Big Data Analytics Changes the Practice of Strategy When Navigating Times of Disruptive Innovation', Transforming Entrepreneurial - Thinking into Dynamic Capabilities, Strategic Management Society (SMS) Special Conference, Banff, Alberta, Canada.View/Download from: UTS OPUS
van Rijmenam, M, Schweitzer, J & Williams, MA 2017, 'A Distributed Future:How Blockchain Affects Strategic Management, Organisation Design & Governance', At the Interface, Academy of Management 2017 Annual Meeting, Academy of Management, Atlanta, Georia.View/Download from: UTS OPUS or Publisher's site
Blockchain is a new technology that transforms strategic management, organisational design and governance due to its decentralised and distributed characteristics. It is a database technology, a distributed ledger, that records and maintains indefinitely an ever-growing list of data records, which cannot be altered or tampered with. The usage of smart contracts on blockchains, affects strategic management as the process of developing, executing and evaluating decisions will become automated and irreversible. This will result in new, disruptive, organisation design, including that of a Decentralised Autonomous Organisation (DAO). These are organisations that establish governance without managers or employees, run completely by autonomous computer software, where trust among actors is established cryptographically. However, organisations that want to move to the Blockchain face numerous business and technical challenges. In this conceptual paper, we provide an overview of the Blockchain, how it affects strategic management, changes organisational design and requires a new form of corporate governance
Pinchen, S & Schweitzer, J 2016, 'Organising for Design-led Innovation: Reframing tensions in innovation practices', Organizing in the Shadow of Power, 2016 European Group for Organizational Studies Conference, Naples, Itally.View/Download from: UTS OPUS
Randhawa, K, Josserand, E & Schweitzer, J 2016, 'Knowledge dynamics at the firm-user community boundary: a community of practice view', Academy of Management 2016 Annual Meeting, Annual Meeting of the Academy of Management, Academy of Management, Anaheim, CA.View/Download from: UTS OPUS
In this paper, we address the need for newer approaches to engage with the interactive nature of knowledge exchange that occurs when firms engage in open innovation with user communities. Drawing on the Community of Practice perspective, we develop a relational framework that forms the basis for examining the social dynamics underpinning knowledge collaboration between the firm and the community. This framework integrates the perspective of community (and its users) with the host firm to enable a comprehensive investigation of social tensions associated with the dynamics at the firm- community boundary, and how these tensions can be managed generatively to enable seamless co-creation of knowledge and innovation. We discuss how researchers can use the framework for future studies that seek to better understand the complex, relational dynamics of firm-community knowledge collaboration. These insights are valuable for firms to support knowledge collaboration by focusing on effective boundary management practices for negotiating tensions that emanate at the firm-community boundary.
Randhawa, K, Josserand, EL & Schweitzer, J 2016, 'Knowledge collaboration at the firm-user community boundary: Is Community of Practice an answer?', 14th International Open and User Innovation Conference, 14th International Open and User Innovation Conference, Boston, USA.
In this paper, we respond to calls for newer avenues to address the dynamics of knowledge collaboration involved in open innovation that occurs through firm-hosted user communities. We adopt a Community of Practice lens to develop a framework that integrates the perspective of the community (and its users) with the host firm to enable a holistic examination of the social dynamics of firm-community knowledge collaboration. This framework can be used to examine how tensions
underpinning the dynamics emanate at the firm-community boundary, and how these tensions can be managed generatively to enable the co-creation of knowledge and innovation. We suggest how future empirical research can apply our framework to study facets of knowledge dynamics at the interface between firms and user communities. These insights are useful for firms to negotiate tensions at the firm-community boundary and aid seamless knowledge collaboration so as to capture value from user community-based open innovation.
Randhawa, K, Josserand, E & Schweitzer, J 2015, 'Open innovation through firm-hosted user communities: A social practice perspective on firm-community relationship', Australian and New Zealand Academy of Management Conference, Queenstown, New Zealand.View/Download from: UTS OPUS
Randhawa, K, Josserand, E & Schweitzer, J 2015, 'Open Innovation via Firm-Hosted User Communities: A Community of Practice Perspective', Academy of Management (AoM) 2015, Vancouver, BC, Canada.View/Download from: UTS OPUS or Publisher's site
Schweitzer, J, Groeger, L & Sobel, L 2015, 'The Design Thinking Mindset: An Assessment Of What We Know And What We See In Practice', Design for Business: Research Conference, Melbourne, Australia.View/Download from: UTS OPUS
Schweitzer, J, Nikolova, N, Edwards, M & Jakovich, J 2015, 'Spaces for entrepreneurship: From education to incubation', Asia Pacific Research in Organization Studies (APROS) Conference, Sydney.View/Download from: UTS OPUS
Groeger, L & Schweitzer, J 2014, 'Transformational Leadership, Design Thinking and the Innovative Organisation', 2014 European Group for Organizational Studies Conference, European Group for Organisational Studies Colloquium (EGOS), Rotterdam, Netherlands.View/Download from: UTS OPUS
Pinchen, S & Schweitzer, J 2014, 'The Dynamic Capacity of Design in the Entrepreneurial Organisation', Proceedings of the 28th ANZAM Confernece 3-5 December 2014 UTS Sydney, Australian and New Zealand Academy of Management Conference, ANZAM, Sydney, Australia.View/Download from: UTS OPUS
Schweitzer, J & Jakovich, J 2014, 'Strategic urban innovation practices and the emerging role of crowd-sharing', European Group for Organisational Studies Colloquium (EGOS), Rotterdam, Netherlands.View/Download from: UTS OPUS
Schweitzer, J & Lessner, M 2013, 'Parenting practices and advantage for corporate entrepreneurship', European Group for Organisational Studies Colloquium (EGOS), Montreal, Canada.View/Download from: UTS OPUS
Schweitzer, J, Edwards, M, Nikolova, N & Nicolai, C 2012, 'Designing Entrepreneurial Work Environments: Exploring emergent design processes', European Group for Organisational Studies Colloquium (EGOS), Helsinki, Finland.View/Download from: UTS OPUS
Schweitzer, J, Pitsis, T & Clegg, S 2012, 'Strategy discourse as collaborative design practice: Can design thinking benefit strategy development?', European Group for Organisational Studies Colloquium (EGOS), Helsinki, Finland.View/Download from: UTS OPUS
This paper provides an investigation into strategic processes, focusing on identifying the processes, practices and capabilities characterising intra- and inter-organisational collaboration that foster strategy development and innovation through creativity in thinking and problem solving. To do so we build our research framework at the intersection of four theoretical foundations: integrative design practice (or design thinking), inter-organizational collaboration, dynamic capabilities and practice theory.
Nielsen, B, Schweitzer, J & Gudergan, S 2010, 'The Mediating Role Of Entrepreneurial Team Behavior Between Leadership and Performance', 30th Strategic Management Society Conference, Rome, Italy.View/Download from: UTS OPUS
Krzeminska, A & Schweitzer, J 2009, 'Exploring Plural Governance: The Role and Interplay of Ambiguity, Volatility and Governance Mechanisms', 29th Strategic Management Society Conference, Washington, USA.View/Download from: UTS OPUS
Schweitzer, J & Gudergan 2009, 'Contracting and Governance in Alliances: The role of Contractual Complexity', 3rd Copenhagen Conference on Partnerships, Copenhagen, Denmark.View/Download from: UTS OPUS
Schweitzer, J & Gudergan 2008, 'The Affects of Practices of Governance and Leadership on Capabilities and Performance of Alliances', 28th Strategic Management Society Conference, Cologne, Germany.View/Download from: UTS OPUS
Gudergan, S, Johnston, J & Schweitzer 2006, 'Actors, Interests and Power - Their Role and Relevance in Institutional Theory: Examining Public-Private Partnerships as a New Institutional Form: Dysfunctional Actors at Play?', 22nd European Group for Organizational Studies Colloquium, Bergen, Norway.View/Download from: UTS OPUS
Jakovich, J & Schweitzer, J, 'Groundbreaker', Object: Australian Centre for Design.
With the advent of open source technology and Web 2.0, 'open innovation' has become a valid method for innovation in business contexts. Open innovation builds external sources of innovation and commercialisation to integrate inflow and outflow of knowledge to accelerate innovation or expand markets. While research illustrates case studies of open innovation through online crowd-sourcing, there is limited research examining how open innovation might combine techniques of in-person, collaborative design to enhance breakthrough innovation. This research develops an open innovation method called 'crowd-share innovation' that introduces design thinking methods to open innovation to encourage fast-paced, face-to-face interactions between large groups of people. Through an interactive exhibition environment called 'Groundbreaker' this research examined this method in four corporate case studies. Companies opened challenges to interaction with the âcrowdâ and the methodâs effectiveness for innovation was examined. The research contributes a two-phase innovation method involving open innovation at public and organisational scales, the "public think" and "private think". The development of the method was supported by industry research funding from the City of Sydney, Hub Australia, Society for Knowledge Economics, and Commonwealth Bank Australia. Through a series of public open innovation workshops and discussions, involving over 70 hours of facilitated crowd-share processes with over 450 external collaborators, the research established a framework for crowd-share innovation to inform case studies to validate the method. The Groundbreaker program broadened the content developed through collaborative methods, and identified leading innovators and researchers to encourage a community of practice. Groundbreaker was exhibited at the Object Australian Centre for Design from 27 June to 17 August, 2012.
Jakovich, J & Schweitzer, J, 'Soft Lines: Spaces & Bodies of Collective Creativity', Soft Lines: Spaces & Bodies of Collective Creativity, DAB LAB Research Gallery, University of Technology Sydney.
Research into creativity processes is common, yet little knowledge exists about the architecture and atmosphere of environments that facilitate creative interactions between groups of designers. Within architectural design research, built form is conventionally conceived as a static encasing for the activity of human behaviour. Limited research exists to demonstrate how human collaborative activity, analysed through sensor technology and computer vision, can better inform the architectural design of creative spaces. This research examines how dynamic spaces for collaborative creativity can be designed by studying the âsoft linesâ of human interaction, as a precursor to the static lines of architectural drawing. A method is developed whereby photos of a space in use over time are utilised as material for analysis and information about spatial design. The current work leads towards a language and process for inductive designing of new forms of creative space. In this exhibition, form, edge, textural, social and contextual information about collaborative interactions is extracted and presented. The research is the first phase in a three-part research project to develop a new approach to designing environments for collective creativity. The goals of this phase include determining the patterns connecting creative innovation and spatial design in three case study environments. "Soft Lines: Spaces and Bodies of Collective Creativity" was selected for exhibition in the DAB LAB Gallery (702-730 Harris Street, Ultimo) curated by Aanya Roennfeldt. In 2013, this exhibition forms the groundwork for the second phase, industry sponsored research into the design of spaces for collective creativity in corporate, educational, disability-care and library environments.
This report investigates the viability of a range of portfolio interventions designed to leverage new sources of investment finance and to support the growth and investability of new businesses in the Indo-Pacific region, with a particular focus on the development of social enterprises. While some of these interventions are relatively new within the aid sector, others are designed to take a fresh perspective on an existing activity. The report sets out the findings for each of the interventions and while interventions were wide ranging, they all form key components of an entrepreneur's journey and their ultimate participation in an impact investing marketplace. The study focused on the development of new businesses in the region and considers how early stage enterprises could be funded; how entrepreneurs (and particularly social entrepreneurs) could be incubated and supported to develop their business skills; how new financing structures could be deployed by government to attract more private investment into the sector; and the role of platforms in connecting enterprises and sources of capital in brokering deals.
Leung, L, Nikolova, N, Schweitzer, J, Goldsby-Smith, T, Whybrow, T & Jurd, K 2016, The View From The Top – 2016 Innovation Report: A conversation with Chairs & CEOs of 20+ major corporations on the state of innovation in Australia, pp. 1-40.View/Download from: UTS OPUS
The study investigates the practices and strategies of boards and executive teams for fostering innovation as well as what barriers hinder innovations. More specifically, the study focuses on how boards and executive teams manage the paradox of investing in exploration vs exploitation of resources. The report demonstrates that most Australian big businesses focus on exploitation of existing resources and solutions, and there is insufficient exploration of new ideas. The report further focuses on how boards support or hinder innovation.
Ideas borrowed from the startup world – crowdfunding, incubators, accelerators and online marketplaces – could help close the US$2.5 trillion shortfall in funding for the United Nations Sustainable Development Goals. Our research with the Department of Foreign Affairs and Trade shows these methods can increase aid by attracting funding from private investors and diaspora communities.
Malcolm Turnbull's Innovation Agenda focused attention on startups and technology-driven innovation, but this is not enough to overcome the broader problems inhibiting innovation in Australia. Businesses may be looking to the government to ease red tape as a means to increase innovation but what's really blocking innovation is the short-term view of senior executives, our research finds. We interviewed 12 board Chairs and nine CEOs of top ASX-listed companies, one-on-one in wide-ranging interviews to try and find out what the leaders of large Australian businesses are thinking and doing in the innovation space.
Schweitzer, J & Jakovich, J 2013, 'Beyond the IT crowd: the pitch for Google's Australian Big Tent', The Conversation.
Will the web create more Australian culture than it destroys? How do we tell Australian stories in the digital age? Why would Google host an event and ask questions such as these?
Schweitzer, J & Jakovich, J 2013, 'Rethinking innovation: harnessing the collective creativity of the crowd', The Conversation.
The past few years have seen a resurgence in design as a driver of innovation. This has been visible in the popular managerial press and also the scholarly debate in management and design. Many foreign organisations and governments have already successfully embraced design-led approaches to innovation. While Australia can boast an emerging capability in business and government centres in Sydney, Brisbane, Canberra and Melbourne, our design-led innovation culture is still in its infancy.
Jochen has worked with industry partners, research institutions and professionals across Asia Pacific, Europe and the Americas. Current partners include Potsdam University, Macquarie University, Mirvac, Design Innovation Research Centre and Institute for Sustainable Futures. Past partners include Australian Design Centre, Cerebral Palsy Alliance, City of Parramatta, City of Sydney, Commerce in Motion, Commonweath Bank Australia, Department of Foreign Affairs and Trade Innovation Xchange, Deutsche Telekom, GPT Group, Greenpeace Australia, HUB Australia, LendLease, Leuphana Digital University, Mo-Systeme, Perpetual, Powerhouse Museum, Second Road, Skateistan, Society for Knowledge Economics, Spencer Stuart, and the Urban Development Institute of Australia.