Creativity and Innovation Management最新文献

This study explores the orchestration of hackathons targeting the creation of new ideas and innovation. We employed a qualitative case study approach with data collected from hackathon organizers, partners, and solvers at multiple events organized by Ultrahack, a Finnish hackathon organizer. We initially conceptualized hackathon orchestration as a form of coordination that requires brokering in social networks. Building on this background, we empirically identify three types of orchestration mechanisms: orchestration as relational brokering, orchestration as contextual configuring, and orchestration as legitimacy building. We analyse how these mechanisms contribute to the benefits perceived by hackathon solvers and partners. Our study contributes to the academic discourse on orchestration mechanisms in hackathons and offers insights for practitioners managing hackathons and innovation contests, especially from the point of view of third-party orchestrators.

The role of standardised innovation management systems (SIMS) in fostering organisational innovation has been largely overlooked in the literature. This study addresses this gap by investigating the certification, maintenance and decertification of SIMS. Using a descriptive and inductive methodology, the research analyses primary data from 94 Portuguese organisations with certified SIMS. The findings reveal a strong prevalence of internal motivations for certification, low implementation obstacles and significant benefits, suggesting that these firms have successfully internalised the SIMS standard into their innovation management processes. Maintenance motivations are also strong, particularly internal ones, which align well with the critical success factors for sustaining certification. The benefits of maintaining SIMS are substantial, particularly internal benefits, as initial external motivations for certification often evolve into internal maintenance motivations. Decertification motivations and propensity are weak among the sample firms. Expectations of negative performance impacts following potential decertification are also low, likely because these organisations have effectively internalised the SIMS standard. This study is the first to explore the maintenance and decertification of SIMS, providing evidence that SIMS can deliver substantial benefits, be efficiently maintained and continuously enhance innovation and competitiveness. As a result, most organisations exhibit little interest in decertification. The findings offer significant contributions to research and provide actionable insights for practitioners, suggesting that innovation management systems can indeed be standardised with considerable benefits.

This study explores the potential of game-based practices in enhancing organizational innovation, particularly in the context of remote work. Specifically, we examine how collaborative practices within digital gaming environments can inform and enhance the creation of social capital in remote settings and further facilitate collaborative innovation processes. Existing research predominantly focuses on the use of game-based formats aimed at enhancing idea generation, crowdsourcing, and design processes. However, our research extends this by investigating the sustained application of game-based practices to foster deeper relationships and cultivate a culture of learning in remote work environments. We present insights from a qualitative study involving 28 interviews with technology professionals equipped with gaming backgrounds. Overall, our results reveal three sets of game-based practices that hold promise in supporting innovative collaboration in online settings: (1) Rich use of platforms and expressions to achieve interactional sensitivity, (2) Using games as boundary objects to enable idea flows and candid encounters and (3) Routinizing reflective practices and aligning motivations to cultivate learning cultures. Our study highlights the role of game-based practices in meeting the diverse interactional needs of online collaboration, reducing hierarchical barriers, enabling idea flows and cultivating a learning culture through collective accountability and feedback.

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.