Creativity and Innovation Management最新文献

Our knowledge of how to design innovation ecosystems that effectively deal with grand challenges or wicked problems is currently insufficient due to a lack of understanding of their joint innovation processes. Through the use of an in-depth case of an innovation ecosystem designed to combat organized crime, this study shows how diverse government authorities manoeuvre innovation and interact to continuously make the challenge amenable and identify and implement provisional and innovative solutions. Drawing on extensive data gathered from observations, documentation, and interviews with multiple stakeholders, we contribute to the innovation ecosystem literature by offering a model of three interdependent and complementary innovation processes: responsive, preventive, and tactical innovation, supporting an ongoing and distributed experimentation among diverse actors. Furthermore, we emphasize the use of a hybrid interorganizational structure that combines hierarchical and horizontal structures, over one that is entirely network-based, and we highlight the crucial role of a focal collective actor as opposed to a single orchestrator of the ecosystem. Finally, the study suggests attention not only to strengths and complementary attributes but also to vulnerabilities and gaps between involved actors, providing unique innovation opportunities. The paper offers valuable guidance to designers and coordinators of innovation ecosystems addressing grand challenges.

This paper sets out to analyse how game developers create entertaining digital games and, more precisely, what forms of innovation approaches they adopt and why. Based on an empirical study of Swedish game development studios, we conceptualize two different approaches to innovation: a more inward-oriented and developer-centric (i.e., closed) approach and a more outward-oriented and user-centric (i.e., open) approach. Given that the firms in this study are acting under similar contingencies while adopting very different innovation approaches, we introduce innovation logics as a theoretical concept to understand how founders and managers justify their choice of approach (i.e., open vs. closed). Inspired by the ‘orders of worth’ framework by Boltanski and Thévenot, we highlight two distinctive innovation logics—that is, a creative logic versus an iterative logic—that the interviewees draw on. This paper contributes to the open innovation literature by highlighting two forms of innovation approaches and explaining how and why they differ in terms of ‘openness’ in relation to the surrounding ecosystem.

Employees perceiving their organizational culture as innovative increase their output and enhance company performance. A potential approach to improving employees' perception of an innovation culture involves implementing gamified competition in the workplace. Despite the numerous studies on gamified competition, its relationship with employees' perceived innovation culture and the role of their gameful experience remains unclear. On the basis of affordance theory, we explain how gamified competition increases employees' perceived innovation culture (inter-perception) through the mechanism of gameful experiences (intra-perception). We survey a sample of 382 sales employees from German credit institutions who work with a gamified sales application. With the use of structural equation modelling, we find that gamified competition is positively related to perceived innovation culture. However, when including the mediator, results show that employees' gameful experience fully mediates the relationship between gamified competition and perceived innovation culture. Our study underlines the need for research to shift to an experience-oriented employee perspective that will enable a better understanding of the impact a gamified competition has on employees' perceptions. Our findings can help managers to design, predict, and adapt gamified competition in the workplace.

If employees have access to additional relevant knowledge and information, they can be more innovative, which is a reason for many firms to ally. Key in an alliance is the sharing of existing and creating of new knowledge, but transferring knowledge inside an alliance is not obvious or easy. Knowledge exchanged within an alliance must be perceived as relevant in order for it to be used. If individuals in an alliance can readily perceive knowledge to be relevant, the right knowledge is transferred and is transferred in an efficient manner. Building on stickiness of knowledge and knowledge relevance theory, we examine the relationship between an individual's job experience as well as intrinsic motivation on the one hand, on their perception of the relevance of others' knowledge on the other hand. These relationships are positively moderated by an individual's favourable position and connection strength in the network of individuals engaged in the alliance, respectively. We find a weak but insignificant negative relationship between job experience and perceived knowledge relevance. Being well-positioned in a network brings out the positive effect of job experience, as expected, whereas connection strength does not further enhance the positive effect of intrinsic motivation.

This study examines how intimacy affects individuals' sensemaking of innovation in their organization. Although sensemaking facilitates understanding innovation and envisioning new worldviews, it involves a delicate process of self-disclosure, reflection, personal contact and communication. Intimacy focuses on time-bounded interactions that foster individuals' progressive self-disclosure and perceptions of mutual understanding. Therefore, drawing on intimacy theories, we investigate from a microlevel perspective how temporally bounded intimate interactions foster the meaningfulness of innovation for individuals. As sensemaking processes differ in large-scale radical and incremental innovations, we examine both contexts in a post hoc analysis. Through a field study, we show that different intimacy dynamics (emotional, cognitive and listening) influence meaningfulness perceptions. In particular, we find that the emotional intimacy dynamics positively influence meaningfulness perceptions in the context of radical innovation initiatives, while the cognitive and listening intimacy dynamics positively influence meaningfulness perceptions in the context of incremental innovation initiatives. This study contributes to the sensemaking innovation literature by introducing intimacy as an enabler of sensemaking. Our study also suggests that managers should encourage moments of intimate interaction when pursuing innovation to facilitate sensemaking of change.

Design is commonly understood as a key element of products, contributing to their distinctiveness, usability and aesthetics. The success of a product is increasingly related to the user experience or the aesthetics of the user interface, meaning that design is increasingly important in the digital environment. The shift in competitive focus to the customer induced by digital design encourages companies to innovate and can also lead to changes in internal operations, market orientation and the reconfiguration of external collaboration procedures. This dimension of digital design-induced effects has to date seen very little research. The objective of this study is to investigate how digital design-induced changes in market orientation, internal restructuring and external cooperation affect firms' competitive orientation. The simultaneous equation framework was applied to a survey of 515 user interface and experience designers from France. Our results suggest that market orientation is not the only channel through which digital design influences firm competitiveness. Digital design leads to organizational change and the reconfiguration of external relationships that directly and indirectly help companies build competitive advantages and increase customer satisfaction.

Design thinking has proven to be an effective approach to driving innovation in diverse contexts and has attracted increasing interest from scholars and practitioners. However, the plurality of points of view about design thinking can bring diffuse understandings and hinder a cohesive perspective on the construct. This work continues the research stream to provide greater specificity about design thinking practice. The paper focuses on new solution development projects, investigating how design thinking contributes to advance from value creation to value capture—which are two fundamental achievements of successful innovations. Based on three in-depth case studies of new product development conducted in healthcare innovation projects, this work indicates that design thinking is more prone to promoting value creation rather than value capture. Design thinking principles work as a compass that guides the development team, getting clues from users to direct the value creation. In addition, the study shows the importance of complementing design thinking with specialist knowledge to build solutions that can create value. Finally, the study shows that value capture is not an immediate outcome of design thinking. Therefore, this work indicates the need to complement design thinking with business-oriented approaches to provide market-related results.

The scope of this paper is contributing to unveiling how economic organizing can be more humanistic by delving into ideas of well-being and advancing them through the concepts of creativity. Accordingly, our contribution reflects on how designing and implementing organizations and processes inspired to creativity can ameliorate the life of participants. We therefore analyse issues of economic coordination through fundamental mechanisms elaborated by organizational economists (market exchange, organized hierarchies) and associate them with diverse consequences in terms of creative capacity. Illustrations are taken from the creative sectors. The creativity dimension (as an outcome) assumes especial relevance in our analysis, not only or primarily because of its potential link with competitiveness and economic prosperity (as in the current economic approach to creativity) but mostly because of the connections with the creation of a public good in the form of well-being and value for the public.

The United Nations has described global warming as reaching a code red point for humanity and requires drastic measures to avert further terrible warming. Green procurement practices have been recognized as sustainable measures towards a low carbon trajectory, yet its implementation is still at the embryonic stage mainly due to weaknesses in organizational creativity skills and learning strategies. For the first time, we provide a theoretical framework that links stakeholder pressure, organizational learning, green procurement, and environmental performance within a public–private partnership environment. The analysis in this study is performed using the partial least square structural equation modelling and a sample of 295 respondents from Ghanaian infrastructure projects. Overall, we have found that exploratory and exploitative learning are necessary to translate stakeholder pressure to implement green procurement practices effectively. Also, firms that yield to stakeholder pressure develop their creative skills and increase their environmental performance. We recommend that managers should consider frequent market research and consistent stakeholder dialogue to create a culture of learning towards green practice implementation and promote environmental sustainability.