Creativity and Innovation Management最新文献

Ng, D., & Sánchez-Aragon, L. (2024). Connecting the Unconnected: Analogies and the Development of Insight in the Absorptive Capacity Process. Creativity and Innovation Management, 33(1), 3–20.https://doi.org/10.1111/caim.12548.

The affiliation of one of the authors of this paper was not included in the published article.

Leonardo Sánchez-Aragón

Facultad de Ciencias Sociales y Humanísticas, Escuela Superior Politécnica del Litoral (ESPOL), Campus Gustavo Galindo, Km. 30.5 Vía Perimetral, Guayaquil, 090902, Ecuador.

The affiliation of the other author is correct.

Desmond Ng

Department of Agricultural Economics, Texas A&M University, College Station, Texas, USA

We apologise for this error.

Seeking a successful balance between economic growth and the natural environment, more and more companies are attempting to embrace circular economy (CE). Yet, how to take the first step towards the circular transition? This study answers such a meaningful question by delving into innovation management to support the implementation of CE in businesses. In detail, the present research addresses the nexus between green innovation and CE in economic organisations, besides observing the adoption of open innovation strategies. Green innovation, understood as a learning process through adopting novel practices, technologies or products, has been associated with CE implementation, although their effective relationship has typically been overlooked or assumed. On the other hand, open innovation may further accelerate circular-oriented innovation, encompassing a collaborative approach where companies leverage external ideas and technologies. Using covariance-based structural equation modelling on a sample of 318 European companies, our study examines the interplay between such phenomena. We find that green product and process innovation enable companies to acquire essential resources to implement CE practices, especially when relying upon open innovation mechanisms. As a result, this study demonstrated the synergic adoption of these innovation strategies, offering new insights based on generalisable claims. Building on the resource-based view of the firm, we substantiate the importance of environmental awareness and stakeholders' engagement in innovation processes, as a strategic approach to acquire critical resources and knowledge that facilitate the CE implementation. Accordingly, the article delivers practical recommendations for managerial figures by underlining how to harness innovation management to move their first steps towards the CE transition.

Affordable innovation refers to new products and services that target customers with a low willingness or ability to pay. Although they can provide significant economic and societal benefits, managers often prefer premium innovations to affordable innovations. To understand the factors that lead managers to reject affordable innovations, we hypothesize several antecedents at the individual, firm, and product levels to the individual affordable innovation rejection attitude. We conduct a cross-national study and test a structural equation model with 319 participants from Germany, the United States, and South Africa. The results show that individual innovativeness plays a central but contradictory role in managers' attitudes toward affordable innovation. While general innovativeness leads to positive attitudes toward affordable innovation, technological innovativeness drives rejection of affordable innovation. Individual perceptions of firm-level and product-level factors are also important. Individuals' rejection of affordable innovation in managerial contexts in turn leads to lower investment in affordable innovation projects. We corroborate and enrich these findings also in a qualitative follow-up study. With this research, we contribute to the literature on innovation management by explaining the conditions under which managers reject affordable innovations.

Living labs are becoming increasingly popular as suitable arrangements for cocreation and innovation by bringing multiple stakeholders together to work on (solving) complex societal challenges. University campuses are ideal places for living labs, and many universities use such arrangements for various experiments in relation to sustainable future initiatives. Despite the popularity of the living lab concept, much remains unclear about their ways of operation and their potential to innovate. This study aims to show some of the current challenges of on-campus living labs involved with experiments concerning the energy transition. A total of six different living labs were examined based on semistructured interviews with different stakeholders ranging from researchers to operational staff members. Our results show several internal and external challenges, such as the living lab set-up and multiple operational challenges concerning administration, coordination and governance. More external challenges include the overall embeddedness of living labs within the more traditional organizational structure of the university and the tensions between academic and operational processes. Despite these challenges, we conclude that a university campus is still a fruitful place for living labs to cocreate and innovate. By creating awareness and understanding of the challenges living labs face, future initiatives may be facilitated better so that campus living labs are able to unlock their potential to innovate and contribute to societal challenges sooner rather than later.

Retailers are increasingly leveraging emerging digital technologies to enhance and deliver memorable and timely customer experiences. However, more research is needed to understand how these technologies are being implemented. Therefore, we conducted an fsQCA analysis of 32 retail cases of early adopters of beacon technology. Our findings reveal three main modes of implementation of emerging digital technologies in the retail customer experience: automation, augmentation, and customization. These modes can be interpreted as enablers that enhance the value of utilitarian and/or hedonic experiences, rather than as drivers of innovation per se. Our study adds a new perspective to the debate about the role of digital technologies in driving innovation. Moreover, the three modes identified provide managers with practical guidelines for the implementation of emerging digital technologies in retail environments.

Digital platforms continue to be a focal point for scholars and practitioners, with growing attention being paid to the dynamics that shape platform leadership. Against this backdrop, blockchain technology emerges for its disruptive potential, offering attractive opportunities for collaboration through shared infrastructure, and arguably remodelling power dynamics in platform ecosystems. The increase in interest has, however, produced only a scattering of empirical insights into the creation of blockchain platforms. The research presented in this paper addresses the gap through an exploratory case study, investigating the early phases of a blockchain platform. The study focuses on a project conducted within the banking sector, outlining the process of blockchain platform development and the unique role of its orchestrator. These findings contribute to our understanding of how blockchain platforms are created, and set out the broader implications for digital platforms, exploring the transformative potential of blockchain technology.

In the era of the digital economy, enhancing the digital creativity of remote workers is paramount for organizations. Our research, informed by insights from individual perceptions of climate and social cognition, introduces and examines a robust theoretical framework for comprehending the ways in which remote workers foster digital creativity within a virtual work environment. Utilizing this framework, we hypothesized about the correlation between a virtual work climate and digital creativity. To test our hypothesis, we embarked on an empirical study that involved a two-stage survey, resulting in 331 valid responses. The findings reveal a positive correlation between the virtual work climate and digital creativity. Furthermore, we discovered that remote work self-efficacy plays a role in partially mediating this relationship. The data also indicates that a proactive personality not only strengthens the connection between the virtual work climate and digital creativity but also enhances the link between the virtual work climate and remote work self-efficacy. Intriguingly, a proactive personality also intensifies the mediating role of remote work self-efficacy in the relationship between the virtual work climate and digital creativity. These insights shed light on the specific processes and conditions that amplify digital creativity among employees via a virtual work climate. We suggest that organizations can significantly boost the digital creativity of their remote workforce by cultivating a supportive virtual work climate.

How public sector innovation teams take on innovation assignments has attracted insufficient attention from researchers. This study aims to address this gap by exploring the experiences of innovation teams in field-level bureaucracies in a non-Western context. In-depth interviews with 62 public bureaucrats involved in 31 district and subdistrict innovation teams in Bangladesh reveal that the team members lack innovation orientation and team-building activities, both constraining their innovation performance. It contributes to the innovation literature by explicating that several hostile organizational practices constrain team members' innovation orientation and team-building activities, which preclude them from being proper innovation teams, affecting their innovation performance.