Creativity and Innovation Management最新文献

This editorial is the first in a new set-up, in which we, as the editorial team of Creativity and Innovation Management, share with our community and wider readership our experiences, views and perspectives, expectations or questions we may have. The intention is to publish such an editorial every half year. The topic of this one: creativity, innovation and quality.

Design Thinking is increasingly used within organisations to achieve innovative results that give companies a competitive advantage. However, this is not an easily achievable result: companies face multiple obstacles that slow adoption and often force companies not to pursue adoption. The scientific community has not identified clear contributions that can help overcome the barriers discussed in the literature for years, giving the possibility to companies to boost Design Thinking adoption. By studying 10 private organisations that have adopted Design Thinking effectively, overcoming the main adoption obstacles, this study tries to identify which facilitators can be adopted to enable an effective adoption. This puts companies in a position to benefit from Design Thinking and achieve innovative performance. In any case, these represent complex notions to be even understood. As an additional result, the study recognises how game-based formats enhance and facilitate the adoption mentioned above of Design Thinking within private organisations. The literature has already identified that game-based formats facilitate the understanding and digestion of new concepts and procedures. This study expands the range of applications of gamified approaches in unconventional contexts and scope, verifying the benefits also in relation to Design Thinking. A new game-based format has been designed for this research, which was also tested. The study demonstrates how the integration in the organisational culture of approaches such as Design Thinking through a gamified format represents one of the critical ways companies can embrace to face the internal tension of transformation, speeding up the adoption process to give companies the possibility to adopt innovation processes faster.

The current linear economy has led to environmental pollution and resource depletion. To tackle these issues, a new economy model has emerged, namely the circular economy. Being a new economic model, the transition to a circular economy is particularly challenging for existing companies that have designed their business models and collaborations in a linear fashion. This aspect holds particularly true in resource-intensive industries characterized by long value chains. Among these industries, the building one stands out as characterized by high resource consumption and complex value chains. We argue that in such an industry, the transition to circular economy calls for establishing collaborations between the different players involved to access external competences and engage in a new way the whole value chain. Open innovation enables to access these external competences and fosters collaboration throughout the whole value chain. Taking the façade of a building as a unit of analysis, we aimed at investigating how companies exploit open innovation to implement circular economy initiatives. To address this issue, we leverage the original open innovation framework developed by West & Bogers (2014) adapting it to the peculiarities of the circular economy transition. By applying the action research methodology to analyse the interplay between circular economy and open innovation in the building façade industry, we get evidence that open innovation plays a key role in enabling the transition towards circular economy in a façade-as-a-service model. The need for external knowledge sources in circular product design is reported in order not to have mismatches throughout the product useful life. Besides, we point out the relevance of collaborations in circular economy transition to jointly design products and business models according to the circular economy principles.

The awareness of employee-driven innovation (EDI) and its strategic relevance to corporate development has recently increased. The implications of EDI are vigorously discussed in terms of inclusive approaches; particularly focussing on how managerial structures can enable employee participation. This paper focusses on game-based formats to enhance such participation and explores what participation entails, when studied through a perspective of complex responsive processes. A qualitative study was carried out in a large European IT organization. The key finding in this paper is that EDI theory is grounded in a systemic perspective of participation. Game-based EDI activities are argued to enhance participation, but EDI theory does not clarify how such game mechanics go beyond simply simulating pre-planned procedures. This research argues that participation is the entanglement of many’ people's interactions and thereby not reducible to the notion of one cause, having one exact effect. By looking at game-based EDI through a complex responsive process perspective, this paper proposes that EDI emerges in complex processes of social relating. This entails abandoning the idea that game-based activities can be led by management's formal planning and control and instead moving towards the idea that playful participation is centred around the social nature of human interaction.

The new avant-garde of innovation in the field of gastronomy is moving from Haute Cuisine restaurants to laboratories, research centres, hubs or ecosystems fully dedicated to culinary innovation, where mixed and multidisciplinary teams of cooks and scientist work together. Such agents are leading an expansion of the field of influence of culinary innovation, connecting culinary knowledge with sectors such as agri-food, hospitality, tourism, health or biotechnology. And, in turn, they seek to expand the frontiers of culinary innovation by exploring the connection of gastronomy with new digital technologies, promoting gastronomic entrepreneurship or developing policies to boost advanced gastronomic ecosystems around the world. The article analyses this process through the case study of the emergence of an innovation ecosystem in Gastronomytech in the Basque Country (Spain) led by the agents BCC Innovation, LABe Digital Gastronomy Lab and GOe Gastronomy Open Ecosystem, all three managed by Basque Culinary Center (an organization where training, innovation, research and entrepreneurship coexist with the aim of developing and promoting gastronomy). The study has implications for the management of culinary creativity and innovation, both for chefs and innovation teams at restaurants, as well as for policy-makers who aim to promote innovative gastronomy in the future.

Sustainability transitions are a significant challenge that requires established industries to adopt innovative ways of doing business. Research suggests that while this is possible through business model innovation (BMI), risk avoidance by regime actors and high levels of future uncertainty act as barriers to successful transitions. Specifically, we lack knowledge about how established companies innovate their business model (BM) to reduce uncertainty related to sustainability transitions. We explore the case of a large forest-based manufacturing company in the construction industry, Stora Enso. We find that, by pursuing transformative BMI and combining multiple value creation logics, a company can reduce different types of uncertainty while shaping its business ecosystem towards more sustainable opportunities. We show that the BM can serve as an organizational tool for collectively exploring new knowledge, reducing uncertainty and driving change in a business ecosystem.

This study delves into the bidirectional relationship between collaboration network stability (CS) and technological innovation performance (TIP), and the moderating effect of knowledge network characteristics. Using patent data gathered from China's biotechnology industry between 1985 and 2022, we develop a simultaneous equation model and employ a three-stage least squares estimation to explore the bidirectional relationship between CS and TIP, as well as to reveal the underlying moderating mechanisms. The results indicate that CS and TIP affect each other. The impact of CS on TIP has an inverted U-shape, and TIP exerts a negative impact on CS. Knowledge network stability (KS) and diversity (KD) weaken the inverted U-shaped influence of CS on TIP.

While past research has shown that championing plays a key role in sheltering and advancing novel ideas towards implementation, relatively little is known about how adversity and failure are dealt with through championing behaviour. The current embedded case study draws from 43 interviews in a large industrial technology organization, examining new product and service development idea pathways. We found four types of championing responses in the 61 instances where initial idea advancement efforts did not bear fruit: lateral shifts, reworking, temporal shifts and moaning. In each of these, the idea was seen as valuable by the developer, but the attribution of initial failure and perceptions of effort-to-performance and performance-to-outcome expectancies varied in distinct combinations of conforming and nonconforming types of championing with varying intensity. Taken together, the results contribute towards understanding the multidimensional nature and temporal dynamics of championing in persisting under adversity by illuminating factors that contribute to championing response type decisions and opportunities to better support idea development efforts in organizations.

Using signalling and self-perception theory, we propose and test a multilevel model that investigates the impact of aggregated high-quality HR training on individual-level thriving through the innovative behaviour of managers. We collected data from 192 respondents in 45 teams from various multinational organizations and analysed it using a multilevel path analytic method, specifically Hierarchical Linear Modelling. The study's findings indicate that team-level perceived high-quality HR training positively predicts individual-level employee-rated managers' innovative work behaviour and employee-rated managers' innovative work behaviour is positively related to employees' thriving at work. This finding supports our hypothesis of an indirect positive effect from HR training quality to thriving via managers' innovative work behaviour. Furthermore, the cross-level analysis revealed that aggregated HR training quality strengthens the relationship signal that favours the manager's innovative work behaviour, which, in turn, positively affects their own thriving at work. Our research offers novel insights into the thriving process, underscoring the importance of considering both contextual and individual factors. Our findings' theoretical and practical implications are discussed in detail, including their limitations. In conclusion, this study provides valuable knowledge to organizations, managers and employees, highlighting the significance of high-quality HR training and innovative work behaviour in promoting employee thriving.

Recent literature in environmental management implies that employee behaviour is imperative for improving environmental sustainability. Despite this, little effort has been made into how human resource management (HRM) relates to green creativity. This research aims to examine if an organization's green HRM (GHRM) practices can foster green creativity among manufacturing sector employees through the serial mediation path of environmental concerns and employee engagement with environmental initiatives, using self-determination theory (SDT). To conduct this research, we collected and analysed data from 309 employees of manufacturing firms in Pakistan using partial least square structural equation modelling (PLS-SEM). The results supported a positive relationship between GHRM and green creativity and the role of environmental concern and employee engagement with environmental initiatives in mediating that relationship. Likewise, the findings indicated that the relationship between GHRM and green creativity would strengthen as employees become more environmentally concerned. Overall, this study contributes to the literature on HRM and environmental management by providing new insights into the critical role of GHRM in fostering green creativity. Using SDT as a foundation, this research provides theoretical and practical contributions and implications and valuable recommendations for scholars and managers in the manufacturing sector.