Pub Date : 2023-08-08DOI: 10.24840/2183-0606_011.002_0007
Niccolò Fiorini, Tommaso Pucci, E. Casprini, L. Zanni
This paper illustrates how the purchasing department (PD) stimulates business performances throughout a flow in which innovation, technology orientation and R&D effectiveness are involved. Data were collected via a survey to Italian companies of the chemical industry. Given the role of the respondents, we had a clear portrait of the companies and of their path towards innovation and performance’s boosts. Results show that the PD plays a special role by acting as a bridge towards external players, but also internally among other functions. Moreover, internally the PD has a bonding and bridging role, since it stimulates the company through innovation and R&D activities having, as a result, boosted performances.
{"title":"Strategic Purchasing and Performance: the Role of Supply Chain Innovation, Technology Orientation, and R&D Effectiveness","authors":"Niccolò Fiorini, Tommaso Pucci, E. Casprini, L. Zanni","doi":"10.24840/2183-0606_011.002_0007","DOIUrl":"https://doi.org/10.24840/2183-0606_011.002_0007","url":null,"abstract":"This paper illustrates how the purchasing department (PD) stimulates business performances throughout a flow in which innovation, technology orientation and R&D effectiveness are involved. Data were collected via a survey to Italian companies of the chemical industry. Given the role of the respondents, we had a clear portrait of the companies and of their path towards innovation and performance’s boosts. Results show that the PD plays a special role by acting as a bridge towards external players, but also internally among other functions. Moreover, internally the PD has a bonding and bridging role, since it stimulates the company through innovation and R&D activities having, as a result, boosted performances.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48113623","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-02DOI: 10.24840/2183-0606_011.002_0006
Anna-Mari Laitio, Satu Nätti
Embedded lead users (ELUs) are firm employees who are also users of the firm’s products, holding that role most often due to their active participation in their spare time in the user domain. ELUs are able to integrate knowledge of customer needs in the innovation process based on their social contacts, user experiences, and knowledge of the innovating network or organization, for example. Due to this ability ELUs can facilitate innovation processes. The aim of this systematic literature review is to examine how according to the existing literature ELUs can contribute to different stages of the company innovation process. Three research questions are answered. 1) What kind of resources can ELUs offer for the innovation process? 2) How and based on which resources do ELUs contribute to the different stages of the innovation process? 3) What kinds of roles do ELUs have and how does their dual role in the user domain and the company influence the innovation process? Findings of the study bring new managerial perspectives on how companies can utilize ELUs in their innovation practices. In addition, by forming a holistic picture of current ELU research, this paper offers a variety of theoretical contributions in the form of holistic description of ELUs role in the innovation process in its different stages.
{"title":"How embedded lead users can contribute to innovation process: A systematic literature review","authors":"Anna-Mari Laitio, Satu Nätti","doi":"10.24840/2183-0606_011.002_0006","DOIUrl":"https://doi.org/10.24840/2183-0606_011.002_0006","url":null,"abstract":"Embedded lead users (ELUs) are firm employees who are also users of the firm’s products, holding that role most often due to their active participation in their spare time in the user domain. ELUs are able to integrate knowledge of customer needs in the innovation process based on their social contacts, user experiences, and knowledge of the innovating network or organization, for example. Due to this ability ELUs can facilitate innovation processes. The aim of this systematic literature review is to examine how according to the existing literature ELUs can contribute to different stages of the company innovation process. Three research questions are answered. 1) What kind of resources can ELUs offer for the innovation process? 2) How and based on which resources do ELUs contribute to the different stages of the innovation process? 3) What kinds of roles do ELUs have and how does their dual role in the user domain and the company influence the innovation process? Findings of the study bring new managerial perspectives on how companies can utilize ELUs in their innovation practices. In addition, by forming a holistic picture of current ELU research, this paper offers a variety of theoretical contributions in the form of holistic description of ELUs role in the innovation process in its different stages.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48014511","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-20DOI: 10.24840/2183-0606_011.002_0005
R. Beckett
This paper considers one aspect of UN SustainableDevelopment Goal SDG7 - the intention to textquotesingle leave no-onebehindtextquotesingle{} in the transition to renewable energy. Thetarget beneficiaries have access to affordable electricity restricted insome way. Two examples of affordable innovation based on artificialintelligence-driven microgrid technology serving clients in developingand developed economies are presented. These initiatives provide directeconomic, environmental and social benefits, but also add to the quantumof renewable energy generated in their local areas. A multiplicity ofcommunity, enterprise and government actors cooperate in establishingand operating the particular programs described, and community benefitsextend beyond simple economic outcomes, e.g., building social capitaland trust in the technology. A model characterizing a broader view ofSDG 7 realization dynamics is presented. This includes theidentification of four kinds of learning space and the notion of tippingpoints, which may be topics for further research.
{"title":"Affordable innovation facilitating renewable energy deployment: Two ‘smart’ energy poverty alleviation case examples","authors":"R. Beckett","doi":"10.24840/2183-0606_011.002_0005","DOIUrl":"https://doi.org/10.24840/2183-0606_011.002_0005","url":null,"abstract":"This paper considers one aspect of UN SustainableDevelopment Goal SDG7 - the intention to textquotesingle leave no-onebehindtextquotesingle{} in the transition to renewable energy. Thetarget beneficiaries have access to affordable electricity restricted insome way. Two examples of affordable innovation based on artificialintelligence-driven microgrid technology serving clients in developingand developed economies are presented. These initiatives provide directeconomic, environmental and social benefits, but also add to the quantumof renewable energy generated in their local areas. A multiplicity ofcommunity, enterprise and government actors cooperate in establishingand operating the particular programs described, and community benefitsextend beyond simple economic outcomes, e.g., building social capitaland trust in the technology. A model characterizing a broader view ofSDG 7 realization dynamics is presented. This includes theidentification of four kinds of learning space and the notion of tippingpoints, which may be topics for further research.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46463496","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-19DOI: 10.24840/2183-0606_011.002_0004
M. Johnsson
This study proposes a model, process and guidelines supporting the creation of global high-performing innovation teams. As global innovation work by teams has become more common, global companies conducting or aiming to conduct global innovation work would benefit from using the suggested proposals. Through a two-pronged research approach, data were collected through a systematic literature review to identify key factors enabling global innovation work from the innovation team perspective and its context, which were validated through interviews and questionnaires with senior management, management, and team members involved in innovation teams spanning six countries. The analysis enabled the proposition of an original model describing a global high-performing innovation team and its context and perspectives alongside a process and guidelines to create such teams in practice, adding knowledge to previous literature, particularly the research field of Innovation Management. Limitations and further research are discussed.
{"title":"Creating Global High-performing Innovation Teams - Insights and Guidelines","authors":"M. Johnsson","doi":"10.24840/2183-0606_011.002_0004","DOIUrl":"https://doi.org/10.24840/2183-0606_011.002_0004","url":null,"abstract":"This study proposes a model, process and guidelines supporting the creation of global high-performing innovation teams. As global innovation work by teams has become more common, global companies conducting or aiming to conduct global innovation work would benefit from using the suggested proposals. Through a two-pronged research approach, data were collected through a systematic literature review to identify key factors enabling global innovation work from the innovation team perspective and its context, which were validated through interviews and questionnaires with senior management, management, and team members involved in innovation teams spanning six countries. The analysis enabled the proposition of an original model describing a global high-performing innovation team and its context and perspectives alongside a process and guidelines to create such teams in practice, adding knowledge to previous literature, particularly the research field of Innovation Management. Limitations and further research are discussed.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43932969","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-18DOI: 10.24840/2183-0606_011.002_0002
Teresa Dieguez, Thiago Sobral, Oscarina Conceição
Entrepreneurship is more than ever a key factor to successfully surviving and building a sustainable future, as it is linked to certain positive and proactive personality traits and innovation and creativity. Higher education plays an important role in this ongoing process, as students of today need to be guided into becoming tomorrow's leaders. The 21st century demands new skills and education. Regarding entrepreneurship, it will be more effective the better the associated profile with the student is understood in terms of entrepreneurial intention. This research involves 101 respondents from a population of 300 students. Taking as dimensions attitude, norms, and behaviour, hierarchical and k-means clustering methods were applied to the responses, yielding five entrepreneurial intention profiles (clusters). This is the main contribution of this study to the literature, which may help entrepreneurship program administrators and students alike to improve on their entrepreneurial skillset. This study also presents a new approach to better motivate and work with students on what concerns entrepreneurship. It can also be applied in all contexts and areas of knowledge.
{"title":"Entrepreneurial intention acknowledgment in sustainable entrepreneurship: An exploratory study","authors":"Teresa Dieguez, Thiago Sobral, Oscarina Conceição","doi":"10.24840/2183-0606_011.002_0002","DOIUrl":"https://doi.org/10.24840/2183-0606_011.002_0002","url":null,"abstract":"Entrepreneurship is more than ever a key factor to successfully surviving and building a sustainable future, as it is linked to certain positive and proactive personality traits and innovation and creativity. Higher education plays an important role in this ongoing process, as students of today need to be guided into becoming tomorrow's leaders. The 21st century demands new skills and education. Regarding entrepreneurship, it will be more effective the better the associated profile with the student is understood in terms of entrepreneurial intention. This research involves 101 respondents from a population of 300 students. Taking as dimensions attitude, norms, and behaviour, hierarchical and k-means clustering methods were applied to the responses, yielding five entrepreneurial intention profiles (clusters). This is the main contribution of this study to the literature, which may help entrepreneurship program administrators and students alike to improve on their entrepreneurial skillset. This study also presents a new approach to better motivate and work with students on what concerns entrepreneurship. It can also be applied in all contexts and areas of knowledge.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46496948","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-18DOI: 10.24840/2183-0606_011.002_0003
Nebojša Radojević, Erich Heumüller
Despite a drastic increase in the amount of data collected and stored, the exact role that big data plays in innovation remains a subject of a diverging debate. This paper hence employs a systematic literature review and qualitative analysis techniques to identify, analyze and synthesize extant conceptual contributions on how big data drives the innovation process, where this process takes place, and which theoretical perspectives have shaped the research on big data innovation so far. Our findings reveal that big data innovation primarily takes place cooperatively, in the form of open innovation or within innovation networks, and that it is simultaneously driven by a variety of drivers. However, purposeful applications of big data and analytics for innovating in response to existing but unsatisfied market needs ("market pull") remain comparatively underresearched. Concomitantly, the theoretical lenses of “traditional” innovation management have largely framed the research on big data innovation so far. We coherently integrate these findings within an overarching framework and suggest an extensive future research agenda.
{"title":"Drivers and Loci of Big Data Innovation: A Review, Synthesis, and Future Research Directions","authors":"Nebojša Radojević, Erich Heumüller","doi":"10.24840/2183-0606_011.002_0003","DOIUrl":"https://doi.org/10.24840/2183-0606_011.002_0003","url":null,"abstract":"Despite a drastic increase in the amount of data collected and stored, the exact role that big data plays in innovation remains a subject of a diverging debate. This paper hence employs a systematic literature review and qualitative analysis techniques to identify, analyze and synthesize extant conceptual contributions on how big data drives the innovation process, where this process takes place, and which theoretical perspectives have shaped the research on big data innovation so far. Our findings reveal that big data innovation primarily takes place cooperatively, in the form of open innovation or within innovation networks, and that it is simultaneously driven by a variety of drivers. However, purposeful applications of big data and analytics for innovating in response to existing but unsatisfied market needs (\"market pull\") remain comparatively underresearched. Concomitantly, the theoretical lenses of “traditional” innovation management have largely framed the research on big data innovation so far. We coherently integrate these findings within an overarching framework and suggest an extensive future research agenda.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42081728","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-07DOI: 10.24840/2183-0606_011.002_0001
Julien De Freyman, S. Durst
Most of the entrepreneurship education (EE) efforts have been directed to business creation as the preferred option for entrepreneurial activity. Considering the ever-increasing number of businesses to be transferred and thus the need for people who are willing and interested in seeing a business transfer as a career option, this one-sided view is unsatisfactory. Inspired by the "attention-interest-desire-action" model from marketing, this paper brings together the existing literature and the authors ' own research and teaching experience to propose research directions that can lay the theoretical foundation to incorporate business transfers more clearly in EE. This underlines that value creation through entrepreneurship can take different forms and adds a missing but relevant part to RE and its development.
{"title":"Business Transfer Paradox in Entrepreneurship Education: A research agenda for increasing the number of successors","authors":"Julien De Freyman, S. Durst","doi":"10.24840/2183-0606_011.002_0001","DOIUrl":"https://doi.org/10.24840/2183-0606_011.002_0001","url":null,"abstract":"Most of the entrepreneurship education (EE) efforts have been directed to business creation as the preferred option for entrepreneurial activity. Considering the ever-increasing number of businesses to be transferred and thus the need for people who are willing and interested in seeing a business transfer as a career option, this one-sided view is unsatisfactory. Inspired by the \"attention-interest-desire-action\" model from marketing, this paper brings together the existing literature and the authors ' own research and teaching experience to propose research directions that can lay the theoretical foundation to incorporate business transfers more clearly in EE. This underlines that value creation through entrepreneurship can take different forms and adds a missing but relevant part to RE and its development.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47836656","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-05DOI: 10.24840/2183-0606_011.001_0004
Jarno Lähteenmäki, J. Töyli
A platform-based innovation ecosystem links multiple markets and their corresponding stakeholders for joint value creation and innovation around a platform, and it is critical for the platform sponsor to manage the configuration efficiently for maximized value and survival. Through a multi-case study, we propose a configurational framework for platform ecosystems to analyze multi-stakeholder business structures, boundary decisions and their relationships. We define the context as for-profit business networks that leverage a digital platform to create multi-sided market circumstances and to engage partners as well as customers in joint innovation and value creation. Empirically we study five small to mid-sized digital information and communication technology platforms and their ecosystems. The discoveries elaborate on the four characteristic configurations and activities involved in the platform ecosystem management, and show configurational differences between open, semi-open, and closed innovation ecosystems. We propose the value-network configurations for the ecosystem, upstream producer, downstream consumer, and partner driven scenarios. Contradicting the existing literature, we argue that complementarities are created by two different producer actors and the consumption is influenced by two different downstream actors. We also argue that an internal production platform can be considered a platform ecosystem for innovation in the case of the extensive use of external knowledge and resource sources. The results extend the understanding of a platform ecosystem as a multi-layered configuration, and show what are the roles of different functions in the multi-layered structure.
{"title":"Platform based Innovation Ecosystems: Value Network Configuration Perspective","authors":"Jarno Lähteenmäki, J. Töyli","doi":"10.24840/2183-0606_011.001_0004","DOIUrl":"https://doi.org/10.24840/2183-0606_011.001_0004","url":null,"abstract":"A platform-based innovation ecosystem links multiple markets and their corresponding stakeholders for joint value creation and innovation around a platform, and it is critical for the platform sponsor to manage the configuration efficiently for maximized value and survival. Through a multi-case study, we propose a configurational framework for platform ecosystems to analyze multi-stakeholder business structures, boundary decisions and their relationships. We define the context as for-profit business networks that leverage a digital platform to create multi-sided market circumstances and to engage partners as well as customers in joint innovation and value creation. Empirically we study five small to mid-sized digital information and communication technology platforms and their ecosystems. The discoveries elaborate on the four characteristic configurations and activities involved in the platform ecosystem management, and show configurational differences between open, semi-open, and closed innovation ecosystems. We propose the value-network configurations for the ecosystem, upstream producer, downstream consumer, and partner driven scenarios. Contradicting the existing literature, we argue that complementarities are created by two different producer actors and the consumption is influenced by two different downstream actors. We also argue that an internal production platform can be considered a platform ecosystem for innovation in the case of the extensive use of external knowledge and resource sources. The results extend the understanding of a platform ecosystem as a multi-layered configuration, and show what are the roles of different functions in the multi-layered structure.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48450013","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-19DOI: 10.24840/2183-0606_011.001_0003
M. Bronneberg, J. Pieterse, Ger Post
Various researchers have called for research into positive examples of successful triple helix governed ecosystems. Triple Helix collaborations are seen as the solution to tackle the current ‘wicked problems’ of society. Researchers are encouraged to enhance our understanding of governing inter-organizational collaborations (ecosystems) in the context of university-industry-government (Triple Helix) relations. In this paper we therefore describe a case study of the Brainport Eindhoven ecosystem in the Netherlands which embodies a triple helix organization and how the regional governmental structure (Brainport Foundation and Brainport Development) on the one hand stabilizes at a strategic level and on the other hand gives flexibility at the tactical and operational level. This leads to the transfer of knowledge and to innovation and change within the network. Using mixed methods of 1) analysis of (strategic) documents about the regional governance used and how the Brainport Eindhoven mission evolved through time; 2) semi-structured interviews with current and former Brainport Foundation board members and former Brainport Development managers; and 3) network participant observations; we reveal rich experiences from 25 years of Brainport Eindhoven. This research shows the historical overview of Brainport Eindhoven and how the triple helix parties together managed several regional or worldwide crises. This togetherness was crucial in the development of a successful regional ecosystem. Our findings illustrate the fragile balance between stability and flexibility within the ecosystem and its governance based on processes of common sensemaking by all stakeholders. Our paper contributes to a better understanding of the development and governance of triple helix entrepreneurial ecosystems. Finally, this paper makes suggestions for future research by discussing the ambition to transform the ecosystem into a Quadruple Helix (adding the ‘community’ as a fourth pillar) organized ecosystem.
{"title":"Brainport Eindhoven: born from crisis - 25 years as a Triple Helix Governed Ecosystem","authors":"M. Bronneberg, J. Pieterse, Ger Post","doi":"10.24840/2183-0606_011.001_0003","DOIUrl":"https://doi.org/10.24840/2183-0606_011.001_0003","url":null,"abstract":"Various researchers have called for research into positive examples of successful triple helix governed ecosystems. Triple Helix collaborations are seen as the solution to tackle the current ‘wicked problems’ of society. Researchers are encouraged to enhance our understanding of governing inter-organizational collaborations (ecosystems) in the context of university-industry-government (Triple Helix) relations. In this paper we therefore describe a case study of the Brainport Eindhoven ecosystem in the Netherlands which embodies a triple helix organization and how the regional governmental structure (Brainport Foundation and Brainport Development) on the one hand stabilizes at a strategic level and on the other hand gives flexibility at the tactical and operational level. This leads to the transfer of knowledge and to innovation and change within the network. Using mixed methods of 1) analysis of (strategic) documents about the regional governance used and how the Brainport Eindhoven mission evolved through time; 2) semi-structured interviews with current and former Brainport Foundation board members and former Brainport Development managers; and 3) network participant observations; we reveal rich experiences from 25 years of Brainport Eindhoven. This research shows the historical overview of Brainport Eindhoven and how the triple helix parties together managed several regional or worldwide crises. This togetherness was crucial in the development of a successful regional ecosystem. Our findings illustrate the fragile balance between stability and flexibility within the ecosystem and its governance based on processes of common sensemaking by all stakeholders. Our paper contributes to a better understanding of the development and governance of triple helix entrepreneurial ecosystems. Finally, this paper makes suggestions for future research by discussing the ambition to transform the ecosystem into a Quadruple Helix (adding the ‘community’ as a fourth pillar) organized ecosystem.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-04-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47592267","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-04-18DOI: 10.24840/2183-0606_011.001_l002
P. Robbins, Berit Sandberg
R&D is often, not only, the engine that powers innovation in organisations but it creates and sustains their competitive advantage. The front end of innovation—the ‘R’ of R&D—is expected to provide the initial spark to ignite innovation. Design thinking has become one of the most popular approaches to this crucial but challenging phase in the innovation process. In this letter, we contrast its shortcomings with a novel innovation paradigm that we derive from evidence of artistic practice: art thinking. We frame art thinking as a form of (collective) sensemaking and present its seven distinguishing features. An artistic reframing of R&D equates to a cultural shift. It requires art-based double-loop learning and needs to be championed by innovation management and supported by human resources development. We round out our plea for art thinking with seven imperatives that mark the mind shift and might serve as a call to action for corporate innovators.
{"title":"Art Thinking: Amplifying the ‘R’ in R&D","authors":"P. Robbins, Berit Sandberg","doi":"10.24840/2183-0606_011.001_l002","DOIUrl":"https://doi.org/10.24840/2183-0606_011.001_l002","url":null,"abstract":"R&D is often, not only, the engine that powers innovation in organisations but it creates and sustains their competitive advantage. The front end of innovation—the ‘R’ of R&D—is expected to provide the initial spark to ignite innovation. Design thinking has become one of the most popular approaches to this crucial but challenging phase in the innovation process. In this letter, we contrast its shortcomings with a novel innovation paradigm that we derive from evidence of artistic practice: art thinking. We frame art thinking as a form of (collective) sensemaking and present its seven distinguishing features. An artistic reframing of R&D equates to a cultural shift. It requires art-based double-loop learning and needs to be championed by innovation management and supported by human resources development. We round out our plea for art thinking with seven imperatives that mark the mind shift and might serve as a call to action for corporate innovators.","PeriodicalId":33389,"journal":{"name":"Journal of Innovation Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-04-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48814820","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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