Models as Strategic Actants in Innovative Architecture

Naar, L; Clegg, S

Models as Strategic Actants in Innovative Architecture

Naar, L

Clegg, S

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Publication Type:: Journal Article
Citation:: Journal of Management Inquiry, 2018, 27 (1), pp. 26 - 39
Issue Date:: 2018-01-01

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Field	Value	Language
dc.contributor.author	Naar, L https://orcid.org/0000-0002-5578-0230	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.date.issued	2018-01-01	en_US
dc.identifier.citation	Journal of Management Inquiry, 2018, 27 (1), pp. 26 - 39	en_US
dc.identifier.issn	1056-4926	en_US
dc.identifier.uri	http://hdl.handle.net/10453/135162
dc.description.abstract	© The Author(s) 2016. This article outlines a novel approach to the role of models in innovation processes: showing how innovative architectural outcomes result from the strategic management of multiple physical models in a design process. Drawing on actor-network theory, we explore architect Frank Gehry’s designing in action to trace the work done in translating design ideas with architectural models. We observe how certain practices constituted around material models are Gehry’s means for unsettling and resetting the clients’ receptiveness and willingness to embark upon a particular architectural path. We find that the physical models, as actants in these activity flows, are rendered strategic in ways currently overlooked. When approval for an innovative design is secured, through the unfolding of models, their strategic role is realized. Our approach goes beyond current accounts of the role and nature of architectural models to reveal how architectural models as strategic actants are mobilized in an innovation process.	en_US
dc.relation.ispartof	Journal of Management Inquiry	en_US
dc.relation.isbasedon	10.1177/1056492616682619	en_US
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject.classification	Business & Management	en_US
dc.title	Models as Strategic Actants in Innovative Architecture	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	27	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access	*
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	27	en_US

Abstract:

© The Author(s) 2016. This article outlines a novel approach to the role of models in innovation processes: showing how innovative architectural outcomes result from the strategic management of multiple physical models in a design process. Drawing on actor-network theory, we explore architect Frank Gehry’s designing in action to trace the work done in translating design ideas with architectural models. We observe how certain practices constituted around material models are Gehry’s means for unsettling and resetting the clients’ receptiveness and willingness to embark upon a particular architectural path. We find that the physical models, as actants in these activity flows, are rendered strategic in ways currently overlooked. When approval for an innovative design is secured, through the unfolding of models, their strategic role is realized. Our approach goes beyond current accounts of the role and nature of architectural models to reveal how architectural models as strategic actants are mobilized in an innovation process.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/135162