Pragmatic Collaborations in Practice: A Response to Herrigel and Whitford and Zeitlin

Charles Sabel

Industry and Innovation, 2004, vol. 11, issue 1-2, 81-87

Abstract: Pragmatic collaborations are indeed less stable than some formulations in the original Helper, MacDuffie, and Sabel paper suggest ("Pragmatic collaborations: advancing knowledge while controlling opportunism", Industrial and Corporate Change, 9(3): 443-488 2000). This reply argues that the instability derives at least as much from constitutive features of iterative cooperative design properly understood as from power imbalances. Because of the inherent instability of iterated co-design as exasperated by power imbalances, governance mechanisms are indeed required to stabilize emergent forms of collaboration. But these governance mechanisms can themselves be interpreted as embodying many of the features of the iterative co-design process itself.

Date: 2004
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DOI: 10.1080/1366271042000200457

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