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Chapter 10: Dynamic Learning As Entrepre... > Discussion And Conclusion - Pg. 214

Dynamic Learning as Entrepreneurial Action in the Context of Open Innovation strengthened the negotiability of sub-communities that felt marginalised. It responded to negative sentiments by making more transparent and in- clusive the workings of the group, tapping into the periphery of the organisational CoP and addressing power asymmetries (Yanow, 2004). Tony's com- ment resonates with Brown and Duguid (2000b) contention that democratising the development process and making it more participative without creating a stifling bureaucracy is a balancing act: And so, there were various moves around, trying to make it open, without being run by a committee - a committee is at the other end of the spectrum - so there is a balancing act. And as part of this, the way it has been changed is that now the speaking is no longer restricted to the PSG, or the PSF as is now called. Its goal is particularly to be more open and involve more people than rather the Busi- ness Development and the Technical Architects internalising new knowledge that enables entre- preneurial action in an open innovation context. DISCUSSION AND CONCLUSION UK small firms operating in the Computer Software and Services sector have experienced an increasingly dynamic and complex external environment over the last two decades. The main challenges facing these firms relate to in- tensified rivalry, moderate industry growth rates, susceptibility to economic downturns and rapid technological change. Despite the mature status of the overall industry, there are still opportuni- ties in key segments that make up the Computer Software and Services sector. The market for se- cure messaging systems in the private, public and national defence sectors has been growing in the EU and the USA - especially since the end of the