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Articles: Creativity and Innovation

Title

Project: Sparking Creativity and Innovation Skills in the ICT Sector
Project No: 2015-1-UK01-KA202-013698

Author(s)

http://www.appladesign.net/domains/create//documents/ss_855.png  INNOSPARK Consortium

Published

2016

Abstract

A set of unique tools have been developped for boosting creativity and innovation, that are mutually interlinked and complementing each other, all of them grounded on creativity areas contributing to boosting creativity.

  1. As a first step, with the help of the ‘Self-Diagnostic Test’ ICT SMEs can assess their level of creativity skills and identify areas for improvement. (available at http://innospark-ict.eu/innosparktool/)
  2. Based on the results, the ‘InnoSpark Toolkit’ offers a personalized practical training with the help of which ICT SMEs can  enhance their competitiveness and the innovation capacity
  3. The third InnoSpark product, the ‘Compendium of Best Practices and Innovation’ helps ICT SMEs to learn from the successful experience of peer companies which have faced similar sectoral challenges but thrived on knowledge, skills, innovation and creativity.

All InnoSpark project products are available in e-format and can be downloaded from the InnoSpark project’s website.

Link

www.innospark-ict.eu

 

Title

Harnessing Creativity and Innovation in the Workplace

Author(s)

Olivier Serrat

Published

2009

Abstract

The capacity to harness intellectual and social capital and to convert that into novel and appropriate things has become the critical organizational requirement of the age. The article proves that organizational creativity and innovation require effective management strategies, and describes the innovation system components which foster creativity and innovation at workplace. The article provides the tools for assessing a workplace’s friendliness to creativity and innovation and the psychological environment for creativity. It also presents the framework of “planning for innovation”.

Link

http://www.adb.org/sites/default/files/publication/27596/harnessing-creativity-and-innovation-workplace.pdf

 

Title

Innovation Leadership. How to use innovation to lead effectively, work collaboratively, and drive results

Author(s)

David Magellan Horth, Dan Buchner

Published

2014

Abstract

The paper describes two components of innovation leadership: an innovative approach to leadership and leadership for innovation. The former means applying innovative thinking to leadership tasks, while the latter implies creating organizational climate where others apply creative thinking to their work tasks. The paper describes innovation thinking skills and presents the requirements to leadership for innovation.

Link

http://insights.ccl.org/wp-content/uploads/2015/04/InnovationLeadership.pdf

 

Title

Open Innovation and Strategy

Author(s)

Henry W. Chesbrough, Melissa M. Appleyard

Published

2007

Abstract

The article discusses a process of business innovation known as open innovation and its relation to traditional business strategy. The competitive strategy developed by Michael Porter emphasized rivalry, buyer power, and barriers to entry as forces that could enhance a producer's surplus. The authors discuss the impact of the Porterian value chain, the processes of production through to the consumer, on subsequent business practices. However, this theory does not account for external sources of value to a company, such as innovation communities, volunteer contributors and surrounding networks, including social networking web sites, open source software and the Wiki model of open contributions. The concept of openness requires shifting from ownership to value creation and value capture.

Link

http://pdxscholar.library.pdx.edu/cgi/viewcontent.cgi?article=1021&context=busadmin_fac

 

Title

A Framework for Strategic Innovation. Blending strategy and creative exploration to discover future business opportunities

Author(s)

Derrick Palmer, Soren Kaplan

Published

N/A

Abstract

This paper describes a holistic, multidisciplinary framework that enables organizations to take a strategic approach to innovation. The framework combines non-traditional, creative approaches to business innovation with conventional strategy development models. The framework consists of a cohesive set of practices that inspire imaginative teams to look beyond the obvious, explore a broad range of possibilities, identify significant opportunities, make      informed decisions about the most promising paths to pursue, create a shared vision for growth, define pragmatic action plans that “bridge from the future back to the present” and align the organization around the requirements for success.

Link

http://www.innovation-point.com/Strategic%20Innovation%20White%20Paper.pdf

 

Title

The Future of Service Business Innovation

Author(s)

Tekes Review 272/2010

Published

2010

Abstract

This report is written for companies and organizations interested in challenging and renewing their current thinking on services business. It is written in a handbook style to provide seeds for further thinking in the individual company’s business development. The report highlights ten trends that are both driving and enabling global and local level business transformation. It also explores what kinds of business models are needed to compete in this ever changing business environment. Trends presented here are considered broad based enablers of various business-to-business models in services across industries. The report argues that the future business opportunities are most likely found in the intersections of these, and other, trends by experimenting, challenging and questioning current assumptions and conventions.

Link

http://www.innovation-point.com/FutureServiceInnovation.pdf

 

Title

Strategic Imagination: Using External Thought Leaders to Inspire Breakthrough Innovation

Author(s)

InnovationPoint

Published

N/A

Abstract

Innovation efforts often deliver disappointingly short-term ideas and fail to identify longer-term growth opportunities. An organization’s inwardly-focused and historically-biased view of the world limits its capacity for “strategic imagination”. But bringing in fresh, future-oriented perspectives from outside the organization is an essential catalyst for innovative, “stretch thinking”. External “Thought Leaders” from a variety of domains can be brought into the innovation process to help a team develop “Strategic Foresight” – and to identify non-obvious opportunities. This brief paper describes how a non-traditional “Thought Leader” approach inspires new levels of strategic thinking.

Link

http://www.innovation-point.com/Strategic%20Imagination.pdf

 

Title

Organizational Models for Innovation

Author(s)

Soren Kaplan, Stu Winby

Published

N/A

Abstract

Leadership’s role in creating growth today is all about “design” – design of the organizational structures that lead to agile, flexible cultures that support lateral collaboration and rapid cycle time innovation. The challenge involves knowing what kinds of organizational designs will best support your business models and strategies, and how to instill these as sustainable capabilities. This paper provides (1) an overview of organizational models and structures that can support and drive strategic innovation, and (2) a series of “deeper dives” into the individual models.

Link

http://www.innovation-point.com/Organizational%20Models%20for%20Innovation.pdf

 

Title

Organizational Climate for Creativity and Innovation

Author(s)

Göran Ekwall

Published

1996

Abstract

The article describes an instrument for measuring organizational structure and climate for creativity and innovation. Its application and validation in organizational setting is also described. Recommendations are made for using the instrument to develop interventions to promote organizational innovation.

Link

http://www.academia.edu/673511/Organizational_climate_for_creativity_and_innovation

 

Title

6 Ways to Create a Culture of Innovation

Author(s)

Soren Kaplan

Published

N/A

Abstract

Every organization is designed to get the results it gets. Poor performance comes from a poorly designed organization. Superior results emerge when strategies, business models, structure, processes, technologies, tools, and          reward systems fire on all cylinders in symphonic unison. Savvy leaders shape the culture of their company to drive innovation. They know that it is culture – the values, norms, unconscious messages, and subtle behaviors of leaders and employees – that often limits performance. This brief paper shows how to design the interplay between the company’s explicit strategies with the ways people actually relate to one another and to the organization.

Link

http://www.innovation-point.com/6%20Ways%20to%20Create%20a%20Culture%20of%20Innovation.pdf

 

Title

Exploring the relationship between knowledge management practices and innovation performance

Author(s)

Marianne Gloet, Mile Terziovski

Published

2004

Abstract

The process of innovation depends heavily on knowledge, and the management of knowledge and human capital should be an essential element of running any type of business. Recent research indicates that organizations are not consistent in their approach to knowledge management (KM), with KM approaches being driven predominantly within an information technology (IT) or humanist framework, with little if any overlap. This paper explores the relationship between KM approaches and innovation performance through a preliminary study focusing on the manufacturing industry. The most significant implication that has emerged from the study is that managers in manufacturing firms should place more emphasis on human resource management (HRM) practices when developing innovation strategies for product and process innovations. The study shows that KM contributes to innovation performance when a simultaneous approach of “soft HRM practices” and “hard IT practices” are implemented.

Link

http://km.camt.cmu.ac.th/phdkm/2004_3_cw/Anukul/8%20Others/sufficiencyEconomyDataBank/KMandPerformance.pdf

 

Title

Measuring Creativity for Innovation Management

Author(s)

David H. Cropley, James C. Kaufman, Arthur J. Cropley

Published

2011

Abstract

Identifying the extent and nature of the creativity of new products is a key for innovation management. The revised Creative Solution Diagnosis Scale (CSDS) is a 27-item scale based on a theoretical model of functional creativity, consisting of five main criteria: Relevance & Effectiveness, Problematization, Propulsion, Elegance and Genesis. The CSDS offers potential for differentiated assessments of product creativity as part of the larger process of innovation. Non-expert judges rated a series of mousetrap designs using a 30-item version of the CSDS. Confirmatory factor analysis revealed a simple structure that corresponded closely to the a priori theoretical model of functional creativity. The untrained judges were able to use the scale with a high degree of reliability and internal consistency. The scale offers a tool for managing innovation, especially for stimulating creativity and diagnosing the creativity of products.

Link

http://www.scielo.cl/pdf/jotmi/v6n3/art02.pdf

 

Title

Organizational innovation: The challenge of measuring non-technical innovation in large-scale surveys

Author(s)

Heidi Armbrustera, Andrea Bikfalvib, Steffen Kinkela, Gunter Laya

Published

2008

Abstract

Based on an item-oriented typology of organizational innovations which serves as the precondition for a common understanding, the paper describes and compares how organizational innovations have been measured through existing surveys in Europe. Using a large-scale survey comprising data of 1450 German manufacturing companies, it shows how these different approaches lead to significantly different results regarding the organizational innovativeness of companies within one and the same sample. We derive four implications for the future measurement and monitoring of organizational innovations. The findings contribute to the further development of an adequate methodology for an organizational innovation monitoring system.

Link

http://www.isi.fraunhofer.de/isi-wAssets/docs/i/de/publikationen/organizational_innovation_technovation.pdf

Title

Facilitating Creative Problem Solving Groups

Author(s)

Scott G. Isaksena

Published

2013

Abstract

The paper discusses the problem of group creativity. It present some key considerations for facilitators interested in effective utilization of group resources during creative problem solving. It addresses the following issues: characteristics of an effective creative problem solving facilitator; managing the client(s); characteristic of an effective client; group development; managing groups. The paper is a beginning point in discovering the various aspects of group-oriented leadership for creative problem-solving groups. 

Link

http://www.cpsb.com/research/articles/creative-problem-solving/Facilitating-CPS-Groups.html

 

Title

Harnessing Consumer Inspiration in New Product & Service Innovation

Author(s)

InnovationPoint

Published

N/A

Abstract

The conventional wisdom that “consumers can’t innovate” is being turned on its head. Having traditionally engaged consumers primarily to validate new product concepts some companies are now soliciting consumer insights and ideas to jump-start the “fuzzy front end” of the innovation process. From ethnography and idea competitions to co-development and blog mining, companies are experimenting with new techniques – or approaching their current methods in fresh ways. This brief paper describes novel ways that imaginative companies are gaining competitive advantage by breaking the rules of engagement with consumers.

Link

http://www.innovation-point.com/Harnessing%20Consumer%20Inspiration%20in%20New%20Product%20Development.pdf

 

Title

Idea Management in the Innovation Process

Author(s)

Cătălin George Alexe, Cătălina Monica Alexe, Gheorghe Militaru

Published

2014

Abstract

The paper proposes, starting from a number of scientific approaches in the literature, to address the idea management as a complex model and to identify the IT solutions that could help companies go through various phases and sub-phases of the model.

Link

http://www.nis.bxb.ro/Article/NIS_4_2.pdf

 

 

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