Creativity and Innovation Management最新文献

Owing to their wide accessibility, data are currently at the root of many opportunities and challenges. Among the opportunities is the value that data can generate for innovation and new product development. The managerial implementation of this so-called value generation constitutes an associated challenge. This study addresses this issue with the goal of proposing a rationalisation of data management that allows organisations to leverage data for innovation. We draw upon knowledge management (KM) literature because data and knowledge have been closely linked for decades, as seen in the knowledge pyramid linking data to wisdom. Akin to KM practices, we begin by uncovering the four necessary dimensions that must be structured to leverage data (generation, relations, usage, and technologies). By recalling the singularities of data compared with knowledge, we hypothesise that anomalies play a potential role in operationalizing this framework for value generation. Evidence from several case studies support the proposed framework and lead us to introduce the notion of data heritage as a necessary condition for initiating a value generation process from data. Second, we highlight the importance of coupling between this data heritage and the knowledge heritage of organisations. Third, we emphasise that this coupling can be effectively realised through anomalies. Consequently, in response to recent calls in innovation management literature, this study provides insights into value generation from data by indicating several necessary conditions that need to be fulfilled. Moreover, it also benefits the KM literature by stressing the logic of a new KM pyramid.

This editorial introduces a special issue that includes articles investigating how instruments, processes and structures in the area of innovation management can support the transition from a linear economy to a sustainable circular economy, with a particular focus on the role of open innovation and interorganisational collaborations. The call for papers also included instruments and processes in the area of creativity management; however, the articles included in the special issue mainly focus on the innovation management domain. First, the editorial introduces the link between open innovation and circular economy, clarifying the context of the special issue. Second, it presents an overview of the four articles included in the special issue. Third, it summarises the key contributions, highlighting the implications for practitioners and future avenues triggered by each article. Last, it suggests future research opportunities. The articles in the special issues contribute to the debate about the relationship between open innovation initiatives and circular economy practices, elucidating the connection with qualitative and quantitative analyses. The findings suggest the positive impact of the open innovation paradigm on implementing circular economy initiatives and shed light on the dynamics shaping this relationship.

Green creativity is a vital element in driving green innovation and achieving sustainable development for corporates, but it is not clear whether corporate’s environmental responsibility practice contributes to employees’ creativity. This study is aimed at determining whether employees’ perception of corporate environmental responsibility fosters their green creativity and exploring the underlying mechanism and boundary condition. We conducted a survey of 413 employees working in the manufacturing sector in China at two different time points. The study confirms that perceived corporate environmental responsibility has a positive relationship with both organisational identification and green creativity. Moreover, organisational identification mediates the relationship between perceived corporate environmental responsibility and green creativity. Perceived person-organisation fit moderates the relationship between PCER and organisational identification, as well as the relationship between organisational identification and green creativity, and also the indirect link between perceived corporate environmental responsibility and green creativity via organisational identification. This study theoretically expands a new way to promote green creativity and fills the gap in the existing research on corporate environmental responsibility and green creativity. We also provide a new perspective of psychological connection to explain the underlying mechanism and boundary condition of perceived corporate environmental responsibility and green creativity. In practice, our research can make managers pay attention to the fulfilment of corporate environmental responsibility and the cultivation of organisational identification and high person-organisation fit, so as to enhance the green creativity of employees and realise the sustainable development of the organisation.

Big data analytics has revolutionised business competition by uncovering hidden patterns in raw data, enabling better decision-making, increased productivity, knowledge generation and enhanced innovation. With the rapid expansion of big data, it is essential to seek and implement solutions to manage these datasets and extract valuable insights and knowledge from them. Although prior research has attempted to describe the role of traditional database management systems, there is still a scarcity of empirical evidence on the role of big data analytics adoption by small businesses in an emerging market such as India. The authors contribute to the existing body of knowledge by analysing the factors influencing big data analytics adoption in SMEs and predicting the potential impact on their market and financial performance. The ‘partial least square-structural equation modelling (PLS-SEM)’ technique was utilised to analyse data. This research provides a strong research model for big data analytics applications in which one of the two proposed technological factors (‘perceived usefulness’), one organisational factor (‘top management support’) and two environmental factors (‘competitive pressure and government rules and regulations’) significantly influence big data analytics adoption. Additionally, the results of this article may serve as a catalyst, encouraging SMEs to embrace big data analytics more willingly and recognising its potential benefits in enhancing business processes, decision-making, and overall competitive strength in the market. Grounded in the ‘Technological-Organisational-Environmental (TOE) framework, resource base view (RBV) and technology acceptance model (TAM)’ theories, this article aimed to measure the causal association between the drivers and outcomes.

This study examines the relationship between performance-based rewards and developmental performance appraisals on innovative work behaviour (IWB) through the mediation of organizational trust, supervisor support, perceived organizational support, and affective commitment. Through the lenses of signalling theory and social exchange theory, we hypothesize that employees perceive that rewards and developmental performance appraisals as favourable signals sent by their organization in support of, and appreciation to, them. Hence, employees respond with greater (i) moral obligation to repay organizations and supervisors for their support; (ii) emotional motivation to commit affectively to the organization; and (iii) intention to trust their organization. Using structural equation modelling to analyse 323 survey responses from employees across various industries in Jordan, results indicated a significant positive relationship between performance-based rewards and IWB and developmental performance appraisal and IWB. Interestingly, this relationship is explained only through the mediation of affective commitment. This paper contributes to the wider conversation around the relationship between performance-based rewards, developmental performance appraisal and IWB through the mediating effect of a bundle of factors. Moreover, the findings showed that performance-based rewards and developmental performance appraisal are significant for organizational trust, supervisor support, perceived organizational support, and affective commitment.