Creativity and Innovation Management最新文献

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.

Drawing on the technology–organization–environment (TOE) framework, the diffusion of innovation (DOI) theory and the technology acceptance model (TAM), this research analyses how digital strategic orientation has a direct influence on the performance of micro, small and medium-sized enterprises (MSMEs) in emerging markets and an indirect influence mediated by innovation. Using a representative sample of Peruvian MSMEs, we shed light on the sometimes inconclusive evidence on why small business struggle to benefit from digitalization, a particularly key issue in emerging economies. The structural equation model used shows that the impact of digitalization on firm performance is significant, as is the mediating effect of innovation. Our results imply that the total effect of digitalization on performance will be greater if the MSMEs develop innovative activities. Furthermore, we show that the performance effect requires not only digital technology but also the involvement of the entire organization.

Organizational control theory emphasizes aligning members' actions with organizational goals through formal and social controls. In innovation management, formal controls like project management or stage-gate processes are limited to measurable and standardized areas. For situations that are complex, unpredictable and highly idiosyncratic, social controls need to be applied for alignment. Knowledge sharing and competitive conflicts are two such innovation-related phenomena that elude formal control and instead need social controls for alignment. In this research, we propose that promoters—individuals who actively support innovation—serve as social control agents. While previous research has shown the positive effect of single promoters on individual innovation project success, we propose a comprehensive implementation of all four promoter roles, and we test their joint effect on the intermediate outcomes of knowledge sharing and competitive conflict management facilitating innovation project portfolio performance. Drawing on cross-industry data of 125 firms collected from 986 employees, this article provides empirical evidence that comprehensive implementation of all four promoter roles enhances knowledge sharing and reduces competitive conflicts, thereby improving innovation project portfolio performance. The research reframes promoters as social control agents, emphasizing their collective necessity for managing complex organizational issues and contributing to overall project success.

The urgency to launch sustainable innovations rapidly in competitive markets increases the risk of greenwashing, as companies may overstate their products' environmental benefits. This article sheds light on the potential repercussions of deceptive sustainability claims within the realm of product innovations. Using four scenario-based experiments, this study reveals that exposure of greenwashing damages brand perception, a critical factor in the diffusion of innovations, even more than if products lacked green attributes at all. Findings from mediation analyses reveal that these reactions stem from negative disconfirmations, arising from a perceived discrepancy between expected sustainability and quality beliefs and the product's failure to meet these expectations. Moreover, this research deepens our understanding of greenwashing by providing the first empirical evidence that the intensity and focus of greenwashing activities on core components of product innovations significantly exacerbate the adverse effects. Overall, our study not only replicates findings on the detrimental effects of greenwashing in product innovation contexts but also advances the theoretical understanding by identifying the psychological processes behind these effects and their variations with greenwashing intensity and focus. In doing so, results advocate for a shift from a one-dimensional, uniformly perspective to a more nuanced understanding of the interplay between greenwashing intensity and focus on consumer responses. From a practical perspective, the results underscore the risks of greenwashing in sustainable innovation contexts and emphasize the crucial role of transparency and authenticity in sustainability claims.

Innovating product language has been proven to be an effective measure to change what products mean to customers and create new product categories. However, how to embed a new language into a product characterized by an established design has not been addressed in the past. Thus, we discuss a single case study of Videndum, a company producing premium branded tools and accessories for content creation (i.e., photography supports and accessories) that is redefining their product language and seeking to incorporate new narratives into their existing line-up of products. Our case study is based on 18 interviews across all levels of the organization, analysis of archival data and observations to explore the actions the company is taking to change product language for their established products. Our findings show that designers can work at the level of the design principles to inform how new meanings can be embedded into signs at the product level, to build a new coherent product language. We identify two layers of design principles, value-principles and solution-principles, and show their different impact on product language. By doing so, we contribute to understand how companies design new product languages for established products in practice, providing managers with practical knowledge on how to perform the translation from abstract values to product features.

The growing recognition of the importance of cultural and creative sectors as sources of creativity and innovation has put emphasis on the development of entrepreneurs within this field. Cultural entrepreneurs are often described as being driven by artistic, rather than entrepreneurial, ambitions, where value creation is based on unique expressions, requiring them to engage in continuous innovation to sustain their activities, as well as facing challenging conditions. However, more understanding is needed on the work of these entrepreneurs and how they deal with challenges. The purpose of this paper is thus to explore the work of cultural entrepreneurs by integrating the current understanding of its challenges and strategies. Through reviewing empirical articles focusing on entrepreneurs in these industries and analyzing how the activities of entrepreneurs are described, we argue that the academic conversation around these entrepreneurs revolves around broad questions: who they are, what they have and where they are. These questions constitute three domains of entrepreneurial activity. We outline the challenges and strategies of cultural entrepreneurs and discuss the dynamics in the interplay between challenges and strategies within and across these domains. In highlighting the interplay between challenges and strategies, we advance the knowledge of entrepreneurship in the cultural and creative sectors and provide avenues for further research.