Showing papers in "Creativity and Innovation Management in 2010"

Measuring innovative work behaviour

Abstract: Both scientists and practitioners emphasize the importance of innovative work behaviour (IWB) of individual employees for organizational success, but the measurement of IWB is still at an evolutionary stage. This article is concerned with developed a measure of IWB with four potential dimensions: the exploration, generation, championing and implementation of ideas. From a pilot survey among 81 research professionals and their supervisors, we derived an initial version of ten items. Next, analysis of validity drew on survey data from 703 matched dyads of knowledge workers and their supervisors in 94 knowledge intensive services firms. It included confirmatory factor analyses and hierarchical multilevel regressions to test hypothesized relationships of IWB with related constructs, including participative leadership, external work contacts and innovative output. These analyses demonstrated sufficient reliability and criterion validity. Evidence for the distinctiveness of the four dimensions was, however, weak, suggesting that IWB is one-dimensional. We conclude that further research on this issue is merited.

Antecedents of Team Creativity: An Examination of Team Emotional Intelligence, Team Trust and Collaborative Culture

Abstract: Teams represent a dominant approach to getting work done in a business environment. Creativity enables teams to solve problems and leverage opportunities through the integration of divergent thoughts and perspectives. Prior research indicates that a collaborative culture, which affects how team members interact and work together, is a critical antecedent of team creativity. This study explores other antecedents of team creativity, namely, team emotional intelligence and team trust, and investigates the relationships among these precursors to creative effort. Using a survey of 82 student teams at a large university in the northeast United States, our findings suggest that team emotional intelligence promotes team trust. Trust, in turn, fosters a collaborative culture which enhances the creativity of the team. Cognitive trust also moderates the relationship between collaborative culture and team creativity. Implications of these results for managers and academics are discussed.

Community-Based Innovation Contests: Where Competition Meets Cooperation

Abstract: While the principle of competition has long been found to be conducive to innovation, community-based innovation contests additionally offer the possibilities of interaction and cooperation among participants. This duality makes innovation contests an interesting field for both academia and practice. However, a surge in practical implementations stands in contrast to a still restricted body of academic knowledge in the field. To close this gap, drawing on a boundary spanning perspective, we examine if and how cooperation in the competitive setting of innovation contests leads to innovativeness. Cooperative orientation of contest participants is explored within a community-based innovation contest run in 2009 at one of the largest universities in Germany. We analyse a complete set of data collected during the contest, data from a follow-up survey among individual participants (n = 943), as well as video and audio footage from four focus groups. Findings suggest that a very high as well as a very low degree of cooperative orientation result in a high degree of innovativeness, while a medium degree of cooperative orientation results in a low degree of innovativeness. Additionally, this research extends the concept of boundary spanning by identifying two subtypes: proactive and reactive boundary spanning.

Managing for Innovation: The Two Faces of Tension in Creative Climates

Abstract: Part of managing for innovation is creating the appropriate climate so that people can share and build upon each other's ideas and suggestions. Yet, there are increasing pressures and potential unproductive levels of tension within organizations. This article points out the distinction between two forms of tension that appear within the research on organizational climates for creativity as well as the conflict management literature. The Debate dimension is described as reflecting a more productive idea tension and the Conflict dimension suggests a more non-productive personal tension. A series of studies, across multiple levels of analysis, are summarized and a new study is reported in order to highlight the finding that relatively higher levels of Debate, and lower levels of Conflict are more conducive to organizational creativity and innovation. A practical model for the constructive use of differences is shared, along with a few strategies for reducing the negative tension associated with Conflict and increasing the positive aspects associated with Debate.

Netnography as a Method of Lead User Identification

Abstract: Lead users are rare subjects, which are difficult to detect. In theory and practice, mass screening is the main method of lead user identification. It is a standardized, quantitative approach, based on screening a large number of potentially relevant users. Shortcomings of screening are low sample efficiency, high search costs and the reliance on the self-assessment of respondents. Thus, the elaboration of lead user identification methods is still a major challenge to researchers in the field. In this paper, we propose netnography as a new method of lead user identification. Netnography, made up of internet and ethnography, is an approach to analyse online communities systematically. The empirical results of our explorative study of the online community utopia show that 9 out of 40 of the most active online community members possess lead user attributes (22.5 per cent). Hence, we may conclude that netnography is a viable method of lead user identification, which relies on external assessments instead of self-assessments and is probably less costly than mass screening.

Tuning Users' Innovativeness During Ideation

Abstract: Although there is increasing acknowledgment that consumers can contribute useful ideas during the development of innovative services, there has been little empirical examination of how such users c ...

Ideation capabilities for continuous innovation

Abstract: This paper explores ideation capabilities in large organizations. Based on the dynamic capabilities framework, it is seen that ideation capabilities are managerial and organizational processes for the stimulation, identification, selection and implementation of ideas. In order to explore how these capabilities are manifested and used in firms, case studies of four Swedish companies have been performed. The results of the study show that there are different approaches to ideation. In terms of the nature of innovative ideas, the observations lead to the suggestion that ideation presents some seemingly paradoxical issues to management. Firms with an explicit focus on building ideation practices experience that there are some negative consequences of the resultant formalization. Furthermore, the extent to which many employees should be involved in ideation is a difficult aspect, even though new technologies make this more viable. Also the degree to which the search for ideas should be directed is a non-trivial question, as the ideation processes can be facilitated by both freedom and limitations. It is nevertheless seen that firms can benefit from more deliberate approaches to ideation, in particular if these are broad and balanced and focus on both building capabilities that formalize the informal, in terms of establishing explicit processes, roles and systems, and building capabilities needed to manage informal structures in new ways.

The Impact of Technology on Creativity in Design: An Enhancement?

Abstract: Technology may be considered as an interface between individuals and the products they create, but we have to determine whether the use of new systems effectively enhance individuals' creative activities. In this paper, we present a new angle of reflection that we illustrate in the field of creative design, since it is a constant challenge for designers to introduce creativity in the projects they work on. The approach we propose is centred on designers' cognitive processes. We argue that both the development of new CAD (computer-aided design) systems and their assessment should be conducted on the basis of a deep understanding of designers' cognitive processes. In accordance with this view, we present three empirical studies that were conducted in order to analyse the impact of new design support systems on designers' cognitive processes. Therefore, the results we present contribute to further our knowledge of whether new CAD technologies effectively facilitate designers' activities and enhance their creativity.

How Does Cognitive Conflict in Design Teams Support the Development of Creative Ideas

Abstract: Is cognitive conflict detrimental to the development of innovative ideas in design teams, or is it a precondition for innovative performance? Assuming that there is a relationship between cognitive conflict and innovation, what kind of strategies do teams use in situations of cognitive conflict and what are the consequences for creativity? This paper reports on a study analysing how design teams cope with cognitive conflict during idea generation in an experiment. The design process was captured in protocols that were generated from video recordings. We report the results of the analysis of verbal protocols according to the five styles of (cognitive) conflict behaviour: competing, collaborating, compromising, avoiding and accommodating. Out of six teams, the results of the two highest and two lowest scoring teams are compared as regards innovation and functionality, which we see as the two components of creative outcomes. We show that design teams, even in a laboratory environment, encounter a considerable amount of cognitive conflict. A statistical comparison between the groups with the highest and the lowest innovative/functional design concept scores reveals significant differences in their conflict behaviour styles. The high innovation and high functionality groups used a more competing and a more compromising style, whereas groups rated low on the same parameters used a more collaborating style. The high rating groups on both creativity components used a more associating and rejecting behaviour style; the high innovation groups also generated more new ideas than the low innovation groups. The low rating groups on both innovation and functionality tended to repeat ideas more frequently. The main finding is that, in contrast with reports in previous research, the groups with higher innovation and functionality scores collaborated less than their peers in the low rating groups on these parameters. We interpret these results as signifying that creative performance in teams is not achieved mainly by agreement but needs cognitive confrontation.

Enhancing Innovation Capacity in SMEs through Early Network Relationships

Abstract: Networks can offer SMEs a number of advantages, especially in terms of providing greater opportunities for knowledge activities that support innovation, but there is little in the literature to suggest how firms develop their innovation capacity through network participation. In this paper, we present an in-depth longitudinal case study of a small entrepreneurial firm within the mobile-commerce industry. A principal finding from the study is that network relationships formed during the earliest stages of the firm’s life cycle played a critical role in developing the SME’s capacity for sustained innovation. Further, the study contributes to network theory by calling into question the weak and strong tie dichotomy, as relationships critical to the SME’s innovation capacity possessed characteristics of both types of ties. The paper also contributes to managerial practice by emphasizing the importance of establishing strong relationships in the earliest stages of network formation.

The Top Management Team, Reflexivity, Knowledge Sharing and New Product Performance: A Study of the Irish Software Industry

Abstract: In the present study, we develop a model to predict new product performance incorporating the literature on top management team (TMT) composition, trustworthiness, knowledge sharing and task reflexivity in organizations. We hypothesize that diversity and trustworthiness in the TMT should influence knowledge sharing and reflexivity and reflexivity and knowledge sharing would be positively associated with new product performance. We test the model using data collected from 39 indigenous software firms in Ireland. Results indicate that age diversity was positively related to knowledge sharing ability while educational level, tenure and functional diversity of the TMT did not have any direct effect on reflexivity or knowledge sharing ability or motivation. However, educational level of TMT, tenure and age diversity had indirect effects on reflexivity and knowledge sharing through the intervening variable of TMT trustworthiness. Further, knowledge sharing and task reflexivity had direct effects on market new product performance. Implications for research and practice are discussed.

Transformational leadership and R&D innovation : taking a curvilinear approach

Abstract: Only few studies have examined innovation at the team level so far. Moreover, there are different positions when it comes to the role of leadership in engendering R&D team innovation. Innovation research outlines that high levels of team autonomy are beneficial to innovation in R&D teams and thus suggests that leaders should give as little intellectual guidance as possible. Leadership research proposes transformational leadership as a lever for facilitating team innovation. We integrate these two perspectives by arguing for a U-shaped relationship between transformational leadership and R&D team innovation. This hypothesis was supported by data from 52 R&D teams of international companies.

The Influence of Individual Factors, Supervision and Work Environment on Creative Self‐Efficacy

Abstract: In highly competitive global markets, organizations have to distinguish themselves with creative and innovative solutions to satisfy discerning customers. Creativity, an important precursor for innovation, provides organizations with a competitive advantage in a reinforcing loop of improved customer service, increased staff morale, increased retention of quality staff and further improvements in service (Glisson & Durick, 1988; Anderson & College, 1992). Creative output comes from the performance of individuals with particular cognitive and personality traits (Masten & Caldwell-Colbert, 1987; Kirton, 1989) who are supported within a facilitative work environment (Scott & Bruce, 1994; Amabile et al., 1996; Rice, 2006). Confidence in one's own ability or one's self-efficacy is an important cognitive and social trait determining and sustaining work performance. Appropriate behaviours and performance standards are defined within the work environment and the ability and support received in meeting performance expectations enhance the individual's self-efficacy (Gist & Mitchell, 1992; Bandura, 1997). Both creativity and self-efficacy have been associated with particular individual traits and environmental conditions in the workplace. While much has been written on these two concepts separately, less has been done to explore them as a single construct. This paper addresses the gap in the literature by linking creativity at work and occupational self-efficacy. It reviews the literature on antecedent concepts and current research into creative self-efficacy. In doing this, it provides the basis for further empirical exploration of possible linkages between creative self-efficacy and individual and work environment variables. The contribution this paper makes is in the identification of specific variables that are significantly related to creative self-efficacy. A model is proposed showing significant linkages between the identified variables.

Integrating Customers in Product Innovation: Lessons from Industrial Development Contractors and In‐House Contractors in Rapidly Changing Customer Markets

Abstract: Successful product innovation has increasingly been recognized as an outcome of integrating customers into the new product development (NPD) process. In this paper, we explore customer integration by investigating the continual consideration of customer contributions throughout the product innovation process. Trough a comparison of the customer integration practices by development contractors with those of in-house developers, we find that the iterative and adaptive innovation process structures of the development contractors facilitate the realization of the full customer contribution potential throughout the product innovation process. We also find additional support for the incorporation of open innovation into an organization's NPD activities. Our findings are based on in-depth case studies of the NPD activities of in-house developers and product development contractors.

Information Processing and Firm-Internal Environment Contingencies: Performance Impact on Global New Product Development

Abstract: Innovation in its essence is an information processing activity. Thus, a major factor impacting the success of new product development (NPD) programs, especially those responding to global markets, is the firm’s ability to access, share and apply NPD information, which is often widely dispersed, functionally, geographically and culturally. To this end, an IT-communication strength is essential, one that is nested in an internal organizational environment that ensures its effective functioning. Using organizational information processing (OIP) theory as a framework, superior global NPD program performance is shown to result from an effective IT/Communication strength and the commitment components of the firm’s internal environment, which are hypothesized to moderate this relationship. IT/Communication strength is identified in this study in terms of two components including the IT/Comm Infrastructure and IT/Comm Capability of the firm, whereas the moderating internal environment of the firm incorporates Resource Commitment and Senior Management Involvement. Data from a major empirical study of international NPD programs (382 SBUs) are used to develop and test this model. Based on a hierarchical regression analysis, the results are substantially supportive, with some unexpected findings. These shed light on the complex relationships of the firm’s internal environment, OIP competency, and global NPD program performance.

Creativity in the Age of Emerging Technology: Some Issues and Perspectives in 2010

Abstract: Five years ago, most research in computer science seemed to concentrate on specifying the ways a computer could support creativity in various areas of human activities such as brainstorming, creative problem solving (CPS), arts and design, to name just a few. Two contrasted approaches (generic vs. specific) were clearly represented in the literature. Some work considered technology at a rather global and generic level, attempting to propose and to establish general relationships between computer technology and how it could/should support creativity (see Shneiderman et al., 2006). These papers were usually very enthusiastic, providing a list of potential values and positive effects of information technology on developing creativity in organizations (Dewett, 2003). Alternatively, a second approach has been to advance from empirical evidence and theories related to a specific targeted activity to derive fine-grained requirements for skill-based tools (e.g., Burleson, 2005; Yamamoto & Nakakoji, 2005) and, in some work, to extract design principles to apply for designing tools that aim to foster creativity (e.g., Hewett, 2005). In this introductory, we examine the two featured papers in this issue which illustrate three evolutions of research in the field of computer support for creativity. First, collecting empirical evidence is needed to embrace different aspects of creativity with multiple methods that bridge the disciplines of computer science, human–computer interaction (HCI), ergonomics and psychology. Second, evaluation approaches are conceptualizing computers as tools and/or computers as (digital) spaces. Third, collaborative and social aspects should be also considered when studying creativity in order to get a more ecological picture of variables that practically affect creative processes as well as creative outcomes.

Virtual Communities for Innovation: Influence Factors and Impact on Company Innovation

Abstract: An extensive body of literature indicates the growing influence of virtual communities not only on social interaction, spending free time and working, but also on the interaction of companies with their customers to exchange information on products and to develop innovative ideas. However, engaging in virtual communities poses certain challenges to companies which more often than not results in failure to establish a successful collaboration with customers. This leads to the following questions: What are virtual communities and how can companies establish successful interaction? Why and how can interaction with a community lead to an improvement of the innovation process? This article develops a comprehensive concept of the collaboration between companies and virtual communities called community– company interaction quality (CCIQ). Based on insights from academic literature, this paper reviews factors influencing the quality of community–company interaction, suggesting an integrative framework. After developing a working definition for virtual communities in innovation, a summary of findings regarding interaction quality in context of human– technology interaction and behaviour related to innovation is proposed.

Managing the Co-operation–Competition Dilemma in R&D Alliances: A Multiple Case Study in the Advanced Materials Industry

Abstract: Generating value in R&D alliances requires intensive and fine-grained interaction between collaborating partners. At the same time, more intensive co-operation increases the risk of competitive abuse of the R&D alliance by one or more partners. In this study, we explore how managers address the fundamental tension between the need for co-operation and the risk of competition, using an in-depth case study of five R&D alliances in the advanced materials industry. Based on our data, we identify two relational strategies to enhance co-operation between engineers of different partners (i.e., adopting boundary-spanning activities and installing similar technical equipment) and three structural strategies to mitigate the risk of such intensified co-operation (i.e., definition of partner-specific task domains, definition of partner-specific knowledge domains and definition of partner-specific commercial domains). In addition, we find that partners tend to use particular combinations of such relational and structural strategies at different stages of the alliance life-cycle to address the co-operation–competition dilemma.

How Open is Open Source? – Software and Beyond

Abstract: Traditionally the protection of intellectual property is regarded as a precondition for value capture. The rise of open source (OS) software and OS tangible products, so-called open design, has challenged this understanding. Openness is often regarded as a dichotomous variable (open-source vs. closed-source) and it is assumed that online developer communities demand full opening of the product's source. In this paper we will explore openness as a gradual and multi-dimensional concept. We carried out an Internet survey (N = 270) among participants of 20 open design communities in the domain of IT hardware and consumer electronics. We find that open design projects pursue complex strategies short of complete openness and that communities value openness of software more highly than openness of hardware. Our findings suggest that open design companies can successfully implement strategies of partial openness to safeguard value capture without alienating their developer community.

A User Community‐Based Approach to Leveraging Technological Competences: An Exploratory Case Study of a Technology Start‐Up from MIT

Abstract: Many studies highlight the impact of technology commercialization on innovation and wealth creation. However, this impact could be far greater, especially as many technologies developed with high costs and effort remain vastly underutilized. One important reason for this problem can be found at the front end of the technological competence leveraging process: searching for market opportunities for a technology is a formidable challenge. In many cases, alternative fields of application (or even a single viable market opportunity) for a given technology are simply unknown to the entity in charge of commercialization. Based on an extensive literature review, we identify two major shortcomings at the front end of the technological competence leveraging process which contribute to the underutilization problem: (1) the local search behaviour of the commercializing entity and (2) the use of solution-based instead of problem-based search specifications. On the basis of these insights, we discuss the potential role of user communities in the search for (additional) market opportunities for a given technology, a process usually referred to as technological competence leveraging. We then empirically explore a user community-based approach in an illustrative case study with a start-up from MIT. Our findings show that when users were included in the search process, the number of potential markets in which the technology could be applied was five times higher, and more far-distant application areas as well as application areas previously unknown to the technology holder were reached. In addition, we discover design principles for a user community-based search process, providing practitioners with a hands-on guideline for employing a user community-based approach to technological competence leveraging.

Creative Problem Solving in Second Life: An Action Research Study

Abstract: A digital Creative Problem-Solving (CPS) process was facilitated in a 3D virtual world in order to assess whether such an environment was conducive to remote synchronous creative collaboration. IBM associates comprised the majority of the group that was involved in the process. Insights regarding the experience working within this virtual environment are discussed at length as seen through the eyes of the authors (CPS facilitators) of this paper and through the eyes of the participants. Data was gathered through a short feedback form administered to all participants, and informal interviews were also held to explore ways to improve the CPS experience. Results were encouraging. In common, participants reported that their experiences were deeply engaging and conducive to creative collaboration. An argument is made for the early adoption and use of this type of virtual worlds for remote-synchronous creativity interactions. Finally, from a systems view of creativity, the authors identify opportunities for future research studies that examine the efficacy of creative collaboration within virtual worlds.

Managing Transdisciplinarity in Strategic Foresight

Abstract: Strategic foresight deals with the long term future and is a transdisciplinary exercise which, among other aims, addresses the prioritization of science and other decision making in science and innovation advisory and funding bodies. This article discusses challenges in strategic foresight in relation to transdisciplinarity based on empirical as well as theoretical work in technological domains. By strategic foresight is meant future oriented, participatory consultation of actors and stakeholders, both within and outside a scientific community. It therefore allows multiple stakeholders to negotiate over how to attain a desirable future. This requires creative thinking from the participants, who need to extend their knowledge into the uncertainty of the future. Equally important is skilled facilitating in order to create a space for dialogue and exploration in a contested territory. Although strategic foresight has now been widely accepted for strategy-making and priority-setting in science and innovation policy, the methodologies underpinning it still need further development. Key findings are the identification of challenges, aspects and issues related to management and facilitation of strategic foresight exercises in complex systemic contexts that transcend science in relation to both the persons and problems involved.

Garbage‐Can Decision Making and the Accommodation of Uncertainty in New Drug Development Work

Abstract: Innovation processes are sometimes described as a series of sequential activities, smoothly transforming into one another. However, in real-life settings, innovation work is characterized by uncertainty, risk taking, politics and time pressure, and consequently much decision making in innovation work deviates from such rationalist models. Instead, decisions are made in the form of garbage-can decision making, demonstrating a variety of non-linear elements. Such characteristics are especially pronounced in industries based on science-based innovation, operating under genuine uncertainty. This article reports a study of the clinical trial work in a major multinational pharmaceutical company and suggests that decision making includes at least four coping strategies for dealing with non-linear and migrating decision-making processes.

Dual Allegiance and Knowledge Sharing in Open Source Software Firms

Abstract: Employees of commercial software firms who participate in open source software projects are found to be allegiant to both their company and the open source community. In this paper we examine how these employees' dual allegiance influences their knowledge sharing behaviour. We adopt Husted and Michailova's model on dual allegiance and knowledge sharing in inter-firm R&D collaborations to the context of open source software firms. We argue that the type of allegiance the individual holds towards their employing firm and the open source community has a strong influence of how they share knowledge with other community members. We use the examples of two open source software firms in New Zealand to ground the empirical inspiration of our paper and to illustrate our key ideas and arguments. We discuss the knowledge governance challenges imposed by employees' dual allegiance and how managers of open source software firms can balance the demands of the open source community and the interests of the clients.

MorphoTRIZ – Solving Technical Problems with a Demand for Multi‐Smart Solutions

Abstract: Using two approved creativity techniques, technical problem solving can be supported in a systematic and analytical way: morphological and contradiction-oriented problem solving (the latter as part of the Theory of Inventive Problem Solving [Russian acronym: TRIZ]). In these techniques different anchor points for creativity are used: morphological-oriented problem solving is characterized by structuring a system into independent partial systems and finding answers by combining the different solutions of these subsystems; contradiction-oriented problem solving is focused on finding fundamental contradictions within a system, representing the core problems, and solving them by applying the accumulated experiential knowledge of previous inventors. In this paper a combination of both techniques is developed and deployed, using network-oriented function analysis as a connecting concept. We refer to this combination as MorphoTRIZ. It is particularly helpful in technical problem solving, when there is a demand for a multitude of smart solutions, which has become quite common with regard to design-oriented products and individualized mass production as well as various other purposes. Seen from the conceptional perspective of creative problem solving, MorphoTRIZ combines process elements: (i) for producing a multitude of ideas, (ii) for producing many categories of ideas, and (iii) for producing highly original ideas. It provides connections to further creativity techniques, to open innovation and also to the field of management research as application area.

Organizational Slack and Knowledge Creation in Product Development Projects: The Role of Project Deliverables

Abstract: Our concern is with how changes in organizational slack affect knowledge creation in product development projects. We operationalize a change in organizational slack as changed possibilities to depart from project deliverables in NPD projects. Through case research in high velocity industries we identify the effect a change in organizational slack has on knowledge creation processes inside product development projects. In particular we highlight the effects on tacit and explicit knowledge. More specifically we find that reduced slack creates a focus on explicit knowledge rather than tacit knowledge, which may reduce the ability to create knowledge creation and ultimately to innovate.

Getting Down to Business: Using Speedstorming to Initiate Creative Cross‐Disciplinary Collaboration

Abstract: Creative collaborations that cross disciplinary boundaries are essential to innovation. Individuals face challenges, however, in forming new collaborations. Empirical and anecdotal evidence suggests that the common formats of brainstorming and free-form networking are insufficient for enabling such collaborations to form. We present a potential solution called speedstorming, a pair-wise method of creative interaction similar to the round-robin ‘speed-dating’ technique. Speedstorming combines an explicit purpose, time limits, and one-on-one encounters to create a setting where boundary-spanning opportunities can be recognized, ideas can be explored at a deep level of interdisciplinary expertise, and potential collaborators can be quickly assessed. A comparison of speedstorming and brainstorming suggests that ideas from speedstorming were more technically specialized and that speedstorming participants were more certain in their assessments of the collaborative potential of others. This paper concludes with a discussion of the method's application in a variety of settings.

How the Network Position of R&D Team Managers and Members Affects their Evaluations of Creative Performance

Abstract: Monitoring the creative performance of R&D teams as the nucleus of creating new knowledge is inherently difficult. In most cases, only the team managers and team members can be tapped as reliable sources of information. However, there are indications that neither team managers nor team members provide a sufficient introspection to evaluate the R&D team's creative performance. This contradiction was investigated in 51 R&D teams by examining the team managers' and members' network position and their resulting performance evaluations. The central findings of the study are that team managers and members evaluate the creative performance of their R&D teams more negatively when the amount and variety of information they are supplied are insufficient and that there are no relevant differences between team managers' and team members' evaluations or network positions.

Product and process novelty in small companies’ design processes

Abstract: This article explores the design processes in small companies and investigates how these design processes are executed. The influence of two different kinds of novelty on the design processes is further examined: the relative novelty of the product being developed and the relative novelty of design processes. The relative novelty of the product is high if it is a radically new product to develop. High relative novelty for design processes typically means no experience or knowledge about design processes. Based on an embedded multiple case study of three small companies in Sweden, eight different design processes are described and analysed. The results show that the design processes differ, even within the same company, and that relative novelty affects the design process. If the relative novelty of both the product to be developed and of the design processes is low, a formalized and linear design process was found to work. A design process that is cyclical, iterative and knowledge-creating was found to work irrespective of the relative novelty. Customers and users were found to play a large and important role in the design processes.

To change or not to change: how regulatory focus affects change in dyadic decision-making

Abstract: Successful innovation requires teams to embrace and enact change. However, team members often differ in their preferences for change. We examine how regulatory focus affects dyadic teams’ tendencies to enact change across an array of repeated brand management decisions. Understanding such tendencies is important, since the innovation process is characterized by a series of investment decisions typically made by teams, yet prone to significant biases. Regulatory focus theory provides a framework for understanding the dominant motivations driving decision-making during goal pursuit. It argues that individuals operate under either a promotion or prevention focus, influencing preferences for stability vs. change. We develop a set of hypotheses regarding regulatory focus match vs. mismatch in teams and their effects on the relative tendency to enact change in decision-making. In the context of dyads involved in a complex management simulation consisting of multiple decision cycles, we empirically demonstrate that a promotion focus match is associated with greater levels of change in decisions than a prevention focus match, regardless of the type of goal pursuit strategy prescribed to dyads. Under regulatory focus mismatch, however, dyads are guided by the goal pursuit strategy (vigilant vs. eager) provided to them, which in turn informs their propensity to implement change.