The doctoral dissertation 'Organising for individuality - transparent and opaque aspects of development processes' deals with the relationship between a company's ability to develop new products and its ability to change the way it organises its product development activities. The dissertation is based on a real time study of two product development and two organizational change processes at Orrefors Kosta Boda AB.

The company has a tradition of innovative product development based on a high degree of individuality. In this study, individuality refers to situations where differences between individuals' (i.e. designers') distinctive features are important for a company's success and not to individuals talents or capabilities per se.

In studying and analysing the product deveopment processes an (opaque) underlying thought structure appears in terms of a tension between 'a separating and a unifying logic of effectiveness'. The two logics of effectiveness constituted underlying assumptions and answers to the question of how to be an innovative and commercially successful company in the high quality glass industry.

The product development was conducted in an "inescapable" tension of separating and unifying, indicating that the separating and unifying logics of effectiveness should - in the context of product development - be viewed as a 'neccessary relation of incompatibility' rather than mutually exclusive.

In spite of two attempts to change the organising of the product development in the company, the measures taken did not alter any fundamental conditions of the product development within the company, and therefore not the problems the change initiatives were designed to address.

In the literature on product development and innovation scholars require research with an approach that links structural conditions to action and interaction. Using Archer's (1995) morphogenetic perspective to relate product development to organizational change, this dissertation is an attempt to do this.