Advances in technological innovation have been deployed to support autonomous or semi-autonomous vehicles in many industries. A question that remains unanswered is why very little progress has been made in remote pilotage over the past 15 years. This paper draws together theories from innovation management and the high reliability organisation literatures to shed light on this question. Using a case study of two Australian ports, we examine a business case for remote pilotage demonstrating that despite positive cost benefit models, ambiguities in benefits exist throughout the ecosystem. The discussion sheds light on unique challenges that port executives face where it is necessary to simultaneously develop a strategy to: (1) manage the internal innovation process, and (2) manage the external consequences of the innovation by mobilising allies, managing opponents, and converting those who are indifferent to the innovation. The main contribution of this paper is to show that any assessment of the innovation challenge facing remote pilotage and enhanced navigational assistance requires the maritime industry to ask new questions not previously considered.

Item Type:	Refereed Article
Keywords:	remote pilotage, enhanced navigational assistance, e-navigation, technology and innovation management
Research Division:	Commerce, Management, Tourism and Services
Research Group:	Strategy, management and organisational behaviour
Research Field:	Innovation management
Objective Division:	Transport
Objective Group:	Water transport
Objective Field:	Domestic passenger water transport (e.g. ferries)
UTAS Author:	Brooks, B (Associate Professor Benjamin Brooks)
ID Code:	109262
Year Published:	2016
Funding Support:	Australian Research Council (LP120100422)
Web of Science® Times Cited:	6
Deposited By:	Seafaring and Maritime Operations
Deposited On:	2016-06-06
Last Modified:	2017-11-07
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