ABSTRACT
Keeping in mind the discussion in Chapters 5 and 6 about action and knowledge formation respectively, we will now return to the 25 renewal projects from various industries presented in Chapter 4. What can we learn from these cases about action and knowledge formation? How were the efforts organised and what were the relationships between permanent and temporary organisation, and, more generally, how can the cases be analysed so that we can understand the transformation of traditional organisations into neo-industrial ventures? What are the main ingredients of that transformation process and of neo-industrial organising?
