Creativity and Innovation Management最新文献

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.

Virtual teams are gaining increasing momentum in contemporary organizations. Although it is becoming clear that virtual teams will play a major role in shaping the future of work, we still know relatively little about their creative performance. Because of the disproportionate focus on conventional, face-to-face working practices, much of the literature remains centred around co-located teams. In this review, we integrate existing research on team creativity and virtual work to identify the relevant factors, processes and contextual conditions that have been shown to influence creativity in virtual teams. We highlight the major challenges that are likely to impede team creativity and assess their relevance to contemporary virtual work practices. We conclude by presenting promising avenues for future research in this area.

By reference to social learning theory, this research examines the effect of leader prosocial motivation on employee creativity through investigating the mediating role of employee perspective taking and the moderating role of leader performance. Using a dyadic sample of 262 subordinates and their direct supervisors, the results reveal that leader prosocial motivation positively relates to employee perspective taking and employee perspective taking can mediate the correlation of leader prosocial motivation with employee creativity. Meanwhile, leader performance can moderate the correlation of leader prosocial motivation with employee perspective taking. Moreover, the perspective taking's mediating role between leader prosocial motivation and employee creativity can be moderated by leader performance. Finally, according to the findings and limitations of the study, its future research and managerial implications are discussed.

Collaborative innovation spaces (CIS) can bring together multiple actors to enhance creativity, collaboration and knowledge exchange, sometimes leading to innovation. In this paper, we suggest that CIS can be categorized into three broad types (internal to the firm, external and virtual) and that each type is related to innovation processes, knowledge-sourcing and geographic context in specific ways. Our results, based on an original firm-level survey, reveal that there is heterogeneity with respect to firm attributes and innovation activities associated with different types of CIS. In particular, whilst innovation is associated with the use of CIS in general, radical and technological innovations are more strongly associated with internal CIS, whereas smaller firms tend to use virtual CIS. External CIS, whilst not associated with technological innovation, are associated with high-tech firms. CIS use does not vary across geographic context. These results emphasize the importance of in-person, internal, CIS for radical and technological innovation and the need to distinguish between different types of CIS in order to understand how each is associated with different types of innovation, knowledge-sourcing and firm.