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“In Case of Fire, Please Use the Elevator”: Simulation Technology and Organization in Fire Engineering

Author

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  • Mark Dodgson

    (University of Queensland Business School, Brisbane, Queensland 4072, Australia)

  • David M. Gann

    (Tanaka Business School, Imperial College London, London SW7 2AZ, United Kingdom)

  • Ammon Salter

    (Advanced Institute of Management Research and Tanaka Business School, Imperial College London, London SW7 2AZ, United Kingdom)

Abstract

Interorganizational projects can provide a vehicle for innovation, despite the professional and organizational barriers that confront this form of organizing. The case of fire engineering shows how such projects use simulation technology as a boundary object to foster innovation in a new organizational field. Engineers use simulation technology to produce radical changes in fire control and management, such as using elevators to evacuate buildings during emergencies. A framework is developed that explores how decisions can be reached and tensions resolved amongst multiple, diverse, and discordant actors striving for a shared appreciation of negotiated futures. This framework extends theories of engineering knowledge and boundary objects. It sheds new light on how to organize collective, knowledge-based work to produce reliable and innovative designs.

Suggested Citation

  • Mark Dodgson & David M. Gann & Ammon Salter, 2007. "“In Case of Fire, Please Use the Elevator”: Simulation Technology and Organization in Fire Engineering," Organization Science, INFORMS, vol. 18(5), pages 849-864, October.
    • Handle: RePEc:inm:ororsc:v:18:y:2007:i:5:p:849-864
    DOI: 10.1287/orsc.1070.0287
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    References listed on IDEAS

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    Cited by:

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    3. Schubert, Cornelius, 2015. "Situating technological and societal futures. Pragmatist engagements with computer simulations and social dynamics," Technology in Society, Elsevier, vol. 40(C), pages 4-13.
    4. Harper, Alison & Mustafee, Navonil & Yearworth, Mike, 2021. "Facets of trust in simulation studies," European Journal of Operational Research, Elsevier, vol. 289(1), pages 197-213.
    5. Oliver Alexy & Joel West & Helge Klapper & Markus Reitzig, 2018. "Surrendering control to gain advantage: Reconciling openness and the resource‐based view of the firm," Strategic Management Journal, Wiley Blackwell, vol. 39(6), pages 1704-1727, June.
    6. Mark Dodgson & David M. Gann & Nelson Phillips, 2013. "Organizational Learning and the Technology of Foolishness: The Case of Virtual Worlds at IBM," Organization Science, INFORMS, vol. 24(5), pages 1358-1376, October.
    7. Hall, Matthew & Mikes, Anette & Millo, Yuval, 2015. "How do risk managers become influential?: a field study of toolmaking in two financial institutions," LSE Research Online Documents on Economics 60485, London School of Economics and Political Science, LSE Library.
    8. Ralf Abraham & Stephan Aier & Robert Winter, 2015. "Crossing the Line: Overcoming Knowledge Boundaries in Enterprise Transformation," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 57(1), pages 3-13, February.
    9. Diane E. Bailey & Paul M. Leonardi & Jan Chong, 2010. "Minding the Gaps: Understanding Technology Interdependence and Coordination in Knowledge Work," Organization Science, INFORMS, vol. 21(3), pages 713-730, June.
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