Creativity and Innovation Management最新文献

Companies are turning to ideation contests to engage ideators outside company boundaries to solve their complex problems. Our research focusses on how articulating the problem, specifically the number and type of constraints described within the problem statement (brief), is related to the number of ideas submitted by participants in ideation contests. Specifically, we find that participant engagement, in terms of ideas submitted, varies with three different types of constraints—input, process and output. Contributions to the creativity literature as well as managerial implications are discussed.

Shorter development cycles, increasing complexity due to the interaction of hardware and software and the simultaneous pressure to innovate and reduce costs lead to products being launched early that have not yet been sufficiently validated and tested. The prototyping phase is crucial to ensure maturity as a preliminary stage to series production. Although this validation is critical to ensure the maturity of the product or technology to avoid recalls, previous research has focused on exploring the phenomenon of prototyping in general. To fill this gap, we use the standardized framework of technology readiness levels and develop prototyping readiness levels that allow for a graded assessment of maturity.

Our empirical study is based on the unique case of the Boeing 737 Max 8 and a research project to develop an automated prototyping hub. Our findings show how mismanagement of prototypes and inadequate technology readiness level (TRL) assessment can lead to serious safety issues. Based on these findings, we introduce prototyping readiness levels that complement the idea of TRLs to reduce and eliminate bottlenecks and errors in the early stages of the development process.

This study explored the separate and joint effects of innovation/flexibility and pressure to produce climates on employee exhaustion, and ultimately, turnover intentions. Survey data collected from 335 full-time employees across various sectors in Türkiye were analysed using a latent moderated structural equations approach. The findings revealed that, while innovation climates were inversely related to exhaustion and turnover intentions, production pressure climate had the opposite effect, which provided support for the job demands-resources (JD-R) model. Importantly, the study uncovered a significant interactive effect, indicating that the positive impact of production pressure on exhaustion was amplified under increased innovation demands. This finding provided support for the conservation of resources (COR) theory, suggesting that heavy and conflicting job demands depleted employees' psychological resources by impeding the deployment of defensive strategies. The findings contribute to innovation research by revealing that individual-level competing demands of balancing exploration and exploitation through contextual ambidexterity may pose challenges to employees' psychological well-being.

Creative teams are expected to produce novel and useful outcomes in each stage of the idea journey. However, during the stage of idea implementation, where ideas are transformed into tangible outputs, creative teams encounter the tension between creativity and restriction. In other words, they need to remain flexible and open to new initiatives to increase the creativity of the outputs, while they need to follow the blueprint drawn by the ideas that are to be implemented. To explore how teams deal with such tensions in the idea implementation stage, we conducted a case study using The Beatles' Get Back project in 1969. To uncover the nonlinear, dynamic and interactive process underlying the implementation stage of team creativity, we analysed the documentaries and books about the project and the band. This led to a process model of team idea implementation. This model includes screening, initiating, trialling and evaluating stages, illuminating the iterative process within which team members implement ideas. This research provides novel insights into our understanding of team creativity.

While the literature has emphasized that sustainable entrepreneurs have to carry out institutional entrepreneurship against their own adverse environment, we still know little about entrepreneurs' perception of their entrepreneurial ecosystem and how its evolution might influence the need for institutional entrepreneurship. We address this gap by combining multiple data sources, used through an in-depth case study of four Parisian sustainable startups, two founded in the 2010s and two founded in the 2020s. Results indicate that the entrepreneurial ecosystem was considered hostile for sustainable startups in the 2010s, which led entrepreneurs to conduct rather isolated institutional entrepreneurship. While influencing their entrepreneurial ecosystem towards sustainability, they opened opportunities for similar new entrants, who now face fewer difficulties. However, sustainable entrepreneurs still act as institutional entrepreneurs in a favourable environment, beyond the sole interest of their startup. This qualitative study emphasizes sustainable entrepreneurship's challenges with respect to each component of their entrepreneurial ecosystem according to their context.

Purposefully fostering creativity and innovation through stimulating proactivity requires grappling with an apparent trade-off. On the one hand, organization members need some autonomy to initiate change. On the other hand, managers might want to steer initiatives and retain control over outcomes. The current paper advances recent work on how proactivity is enacted as a compromise between autonomy and control by studying the process through which bottom-up ideas are shared in highly hierarchical organizations. Based on an abductive analysis of data from informants in 42 organizations, we develop the concept of pre-screening, which denotes collective action patterns geared towards qualifying individuals' innovative ideas before they are made subject to formal decision making. We explain how proactive individuals' tactical considerations—informed by their holistic prospective thinking, risk hedging, temporal splitting, and a both/and approach to proactivity and hierarchy—influence the actions through which ideas are shared and who are approached first (e.g., supervisors vs. peers). We also exemplify how action patterns accomplishing idea sharing and pre-screening are entangled with more mundane workplace routines. Overall, the paper sheds new light on ideas' journeys in the context of hierarchy and opens up multiple avenues for future research.

The aim of this research is to highlight the role of manager's profile in the adoption of social innovation in industrial companies. It has used a quantitative methodology, with a questionnaire administered to 176 managers of Cameroonian industrial companies. The results of the hypotheses tests were derived from the multifactorial ANOVA and multiple linear regression analyses. The results show that among the sociodemographic profile variables, only the level of education and experience of the managers have a significant effect on social innovation, unlike gender and age which have no effect. In addition, the manager's personal values contribute to the adoption of social innovation through his ethical values and community ownership. The study therefore offers relevant implications for managers and owners of industrial companies who aspire to consider social innovation in their offerings to meet profitability objectives and create positive social impact.

By fostering the flow of ideas, knowledge and technologies, open innovation can contribute to the implementation of the circular economy. However, despite the synergy between open innovation and the circular economy, and especially the support that open innovation can provide in overcoming the innovation and technological barriers associated with the transition to circular business models, there are still few studies investigating the relationship between these themes. With the aim of filling this research gap, the present study analysed how open innovation affects the implementation of the circular economy and the mediating role of Industry 4.0 technologies, using absorptive capacity as a moderating factor. The study analysed data collected from 163 companies operating in Brazil. The main findings indicate that (i) the use of open innovation practices is favourable to circular economy implementation; (ii) Industry 4.0 technologies have a positive impact on the adoption of the circular economy and mediate the relationship between open innovation and the circular economy; (iii) absorptive capacity does not demonstrably moderate the relationship between open innovation and the circular economy. The results of the study show that open innovation practices, such as collaboration with external actors and the co-creation approach along with the adoption of Industry 4.0 technologies, are positive for the implementation of the circular economy.

The pursuit of a sustainable industry is facilitated by the evolution of diverse cooperative networks. There is a limited understanding of how industrial actors can collectively foster the continuity in learning required to address wicked problems of sustainability. This study explores how industry stakeholders collectively address this wicked problem by fostering innovation in ecosystems and identifies the critical features of an ecosystem practice that supports empowerment in evolving multi-actor network settings. Employing an abductive approach, we integrate insights from the innovation literature with analyses of three empirical industrial ecosystem cases to enhance understanding of the internal dynamics inherent in collaborative innovation. This study elucidates the critical features of ecosystem practice, underscoring four key characteristics essential for empowerment. These characteristics hinge on the adept balance of the four identified critical features throughout the process of continuous innovating in ecosystems. We argue that such practices serve as catalysts for cross-industry innovation, thus expediting transformation. This research contributes to understanding the self-organizing dynamics needed for sustained learning in evolving collaboration settings where actors, their motivations and their roles change. It also advances innovation theory by illustrating how wicked problems can be collectively addressed through the continuous exploration and exploitation processes of ecosystems.

Design thinking (DT) is of growing interest to academics and practitioners as a practice to approach problem-solving and innovation Its influence extends beyond the realms of innovation and corporate performance, yet a comprehensive overview of its multifaceted impact remains surprisingly elusive in DT research. Furthermore, explanations for how DT generates such impact are scattered and inadequately grounded in existing literature. Understanding DT impact, therefore, requires a more robust integration with existing literature, synthesizing interdisciplinary research streams. Conducting a systematic literature review to assemble and elucidate the current knowledge and theoretical foundations of DT and its impact, we following a rigourous search process. We screened 1035 publications and included 69 articles for our review. Synthesizing the theories underpinning these papers, we identified four theoretical mechanisms that explain the impact of DT—integration, reframing, enablement and collaborative engagement. We further provide a structured overview of four levels of DT impact that research has examined so far—organizations, teams, individuals and society. Our study advances innovation management research through a holistic overview of the what and how of DT impact. Furthermore, we provide three future perspectives for advancing research on DT impact, aiming to encourage further exploration and understanding in this critical area.