Creativity and Innovation Management最新文献

Relying on the literature on tensions and contradictions and the theory of practice, coupled with the literature on creative industries, this study uncovers how creative entrepreneurs balance the tension between art and business and respond to other challenges of creative entrepreneurship. The multiple case studies method is adopted by examining founders, cofounders and main employees of European film production companies. We reveal the perception of creative entrepreneurs towards the relationship between art and business. We explore different organizational and industry-level challenges experienced by creative entrepreneurs and uncover the organizational practices they adopt to deal with the identified challenges. The research contributes to the phenomenon of creative entrepreneurship by introducing the practice perspective, to the literature on paradox and contradiction by exploring the micro-foundations of tensions and paradox responses in high-intensity situations and to practice-based studies by investigating a domain-specific practice theory and highlighting the agency of creative entrepreneurs in adapting practices necessary to deal with conflicting demands of creative entrepreneurship.

To keep up with rapid technological change, firms are pushed to acquire new competencies and resources, often leveraging the external networks in which they are involved. The paper examines how firms' engagement in inbound open innovation (OI) enables the adoption of Industry 4.0 (I4.0) technologies in small and medium-sized enterprises (SMEs) through the deployment of technological capabilities. We combine the OI and dynamic capabilities frameworks to assess how the absorption of knowledge from different actors impacts the necessary technological capabilities for adopting I4.0 technologies. The capabilities are categorized in technological sensing, seizing and reconfiguring. The study is based on in-depth case studies of two selected SMEs from the footwear industry. The cases show that engaging in external collaborations, particularly with universities, pushes SMEs to renew the bundle of competencies underlying their technological capabilities. However, this effect is influenced by the OI modalities adopted by both companies. While in Company A OI takes place through a broader array of formal and informal linkages that contribute to the exploration of distant knowledge bases and the experimentation of more diverse technologies, such as the Internet of Things, Company B relies on informal networking concentrated in its own field of specialization for the adoption of manufacturing-specific I4.0 solutions, such as automated robots and 3D printing.

To adapt their competitive advantages for successful strategic renewal, established companies must apply suitable innovation activities. One way to achieve this is the establishment of corporate venturing units that create organizationally consequential new business innovation for their parent company. However, the understanding of the distinctive organizational characteristics for such strategic corporate venturing is limited. To address this gap, our abductive study develops a conceptual organizational framework by linking key concepts of strategic renewal with corporate venturing. This framework is subsequently compared with insights emerging from the qualitative data of 29 corporate venturing units. This comparison allows us to define six types of units with different possible roles for the strategic renewal of the parent company, and a final exploratory organizational framework with distinctive organizational characteristics for strategic corporate venturing. These include a set of dynamic capabilities with corresponding resources as possible enablers for a planned innovation logic that requires interlinked-ambidextrous structures. These findings provide a foundation for an empirical model of strategic corporate venturing, as well as novel insights for establishing dynamic capabilities and ambidexterity within interlinked organizational entities. Practitioners can build on these findings to leverage corporate venturing units as a systematic and organized innovation activity for strategic renewal.

Vellera, C., Jouny-Rivier, E., & Hemonnet-Goujot, A. (2023). Crowdsourcing innovation challenges: How participants react when their ideas are rejected. Creativity and Innovation Management, 32(1), 158–173. https://doi.org/10.1111/caim.12528

The corresponding author would like to add the following Research laboratory name to her correspondence details: Aix-Marseille Univ, CERGAM.

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While innovation has been widely attributed to a firm's absorptive capacity (AC), product and marketing studies have found that insight is central to a firm's creativity and innovation. Creativity and innovation studies have found that individuals often relate to external information through an analogical reasoning process and that this process develops insight into a firm's innovation. Although the AC concept has been associated with this insight, it however faces significant difficulties explaining its development. This is because AC has been defined by a social structure where myopic tendencies can preclude its individual members from assimilating new external experiences. As insight often requires an exposure to previously unconnected or unrelated experiences, this myopia can reduce a firm's ability to produce insight in its AC process. By drawing on an individual level analogical reasoning process, this study argues that a firm's coherence and uniqueness offer a social structure that not only leverages this individual level analogical reasoning process but also produces an assimilation that develops insight in the firm's AC process. In using a sample of US biotechnology firms, this study finds empirical support for these arguments to explain the development of insight in ways not possible with AC explanations.

Creativity and Innovation Management has grown substantially over the last couple of years, both quantitatively and qualitatively. From 2016 to 2021, the number of submissions has grown from 287 to 395. Most of the growth was realized in Asia: The number of submissions from that continent increased from 72 in 2016 to 193 in 2021. The rest of the world remained (close to) stable: 215 in 2016 and 203 in 2021. Equally important, the Thomson ISI Impact Factor increased from 1.423 in 2015 to 3.051 in 2021 and further to 3.644 in 2022. This is not where our ambitions end, though. We want to be the ever-better outlet for authors researching, and practitioners working in, the fields we cover. Editing a journal with the ambition to continuously increase its quality while dealing with a substantial growth requires teamwork—teamwork among the editors and the editorial office, teamwork between the editors and their reviewers and, as surprising as this may sound, teamwork between the authors and their reviewers in a top-quality reviewing process. The purpose of this piece is to present and discuss some reviewing standards. In particular, we aim to share with our reviewers what we think is an excellent reviewing process. Furthermore, we formulate our ideas about what it is that makes a review an excellent one. The title of this piece is deliberately ambiguous. It denotes that Creativity and Innovation Management strives for reviewing excellence—as in an excellent reviewing process. It also denotes that we reach for the stars and hope to one day receive and, hence, review only excellent submissions.

Innovation of meaning (IoM) is one of the streams that has attracted attention in design thinking research. Inside-out envisioning aims to assist non-designer employees practice IoM in a similar manner to how visionary executives and designers perform. The process starts with exposing their intrinsic visions to innovate the dominant social or organizational meanings. This makes the employees' creativity that comes from intrinsic goals and values an important driving force of inside-out envisioning. Thus, it is crucial to foster an organizational culture that encourages employees to engage in inside-out envisioning and enhance their creativity. This study explores whether inclusion, as an organizational culture, is an antecedent of creativity in inside-out envisioning. Inclusion refers to a state in which an individual's uniqueness is valued by other group members and externalized to improve group performance. Based on data from a survey conducted with 1104 Japanese employees, this study reveals that inclusion significantly impacts creativity in inside-out envisioning. A multigroup analysis demonstrates differences in the effects of the mediating variables of this relationship based on the successful experience of inside-out envisioning. This study concludes that it is important for design thinking researchers to study inclusion more deeply as a way to implement inside-out envisioning.

Local sustainability transition projects are often coordinated by systemic intermediaries. In this context, previous research identified an extensive list of systemic intermediary roles and functions in the acceleration phase of these initiatives. However, little is known about the interplay between systemic intermediary activities and emerging collaboration patterns over time. This paper analyses the innovation journeys of six case studies to explore interaction dynamics and collaboration activities that emerge between systemic intermediaries, niche and regime actors over the course of time. Based on this, it develops a conceptual framework that visualizes design patterns that underlie a certain choreography of the systemic intermediaries and complements earlier research with in-depth insights into temporal aspects of multiple-actor mobilization and coordination processes in sustainability transition initiatives.

Problem framing is pivotal to fostering knowledge and innovation, especially in the modern environment where problems are often ill defined. However, the managerial literature has thus far mainly addressed problem framing from an outcome perspective, overlooking the processes that lead to the outcomes. A common view is that the complexity, ambiguity and uncertainty of ill-defined problems call for a creative process. Therefore, through ethnographically observing six design thinking workshops, this study adopts a qualitative approach to explore the problem framing creative process. Specifically, we unpack three thinking modalities involved in the creative process (i.e. creative logics) of problem framing: analogical reasoning, associative thinking and abductive reasoning. We suggest that individuals enact these through seven creative operations. In addition, we link these creative operations to two types of problem framing outcomes: referenced frames and crafted frames. From a practitioner perspective, this study casts new light on the importance of problem framing for creativity and innovation, highlighting the ways in which individuals operationalize the creative logics to frame ill-defined problems as original problems worth solving.