Key factors that improve knowledge-intensive business processes which lead to competitive advantage

2019 ◽  
Vol 25 (1) ◽  
pp. 126-143 ◽  
Author(s):  
Selena Aureli ◽  
Daniele Giampaoli ◽  
Massimo Ciambotti ◽  
Nick Bontis
Keyword(s):  
Problem Solving ◽  
Business Processes ◽  
Partial Least Square ◽  
Direct Impact ◽  
Creative Problem Solving ◽  
Content Type ◽  
Creative Problem ◽  
Knowledge Intensive ◽  
Problem Solving Process ◽  
Positive Direct

PurposeThe purpose of this paper is to empirically test the knowledge-intensive process of creative problem-solving and its outcomes.Design/methodology/approachThis study uses survey data from 113 leading Italian companies. To test the structural relations of the research model the authors used the partial least square (PLS) method.FindingsResults show that work design and training have a positive direct impact on creative problem-solving process while organizational culture has a positive impact on both creative problem-solving process and its outcomes. Finally creative problem-solving process has a strong direct impact on its outcomes and this, in turn, on firms’ competitiveness.Practical implicationsThis study suggests that managers must highlight the problem-solving process as it affects a firm’s capability to find creative solutions and therefore its competitiveness. Moreover, the present paper suggests managers should invest in specific knowledge management (KM) practices for enhancing knowledge-intensive business processes.Originality/valueThe present paper fills an important gap in the BPM literature by empirically testing the relationship among KM practices, multistage processes of creative problem-solving and their outcomes, and firms’ competitiveness.

Solving the problem?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Problem Solving ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Creative Problem Solving ◽  
Content Type ◽  
Pertinent Information ◽  
Creative Problem ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This article explores creative problem-solving, outlines its limitations, and suggests that the main key to effective creative problem solving is using an independent facilitator. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Knowledge management, problem solving and performance in top Italian firms

2017 ◽  
Vol 21 (2) ◽  
pp. 355-375 ◽  
Author(s):  
Daniele Giampaoli ◽  
Massimo Ciambotti ◽  
Nick Bontis
Keyword(s):  
Knowledge Management ◽  
Problem Solving ◽  
Firm Performance ◽  
Organizational Performance ◽  
Management Practices ◽  
Management Problem ◽  
Creative Problem Solving ◽  
Content Type ◽  
Knowledge Management Practices ◽  
Creative Problem

Purpose The purpose of this paper is to empirically test the link between knowledge management practices, problem-solving processes and organizational performance. Design/methodology/approach This study uses survey data from 112 leading Italian companies. To test the structural relations of the research model, we used the partial least squares method. Findings Results show a strong relationship between knowledge management practices and intermediate activities of creative problem solving and problem-solving speed. In addition, creative problem solving has a direct impact on both organizational and financial performances, whereas problem-solving speed has a direct effect only on financial performance. Research limitations/implications The focus on top Italian firms limits the generalizability of results. Practical implications This study provides empirical evidence of the importance of knowledge management practices for problem-solving activities and firm performance. Originality/value The present paper fills an important gap in the extant literature by conceptualizing and empirically testing the relationship between knowledge management, problem-solving processes (creative problem solving and problem-solving speed) and firm performance. This study is the first ever to study these relationships within the Italian context.

Managerial creative problem solving and the Big Five personality traits

2015 ◽  
Vol 34 (6) ◽  
pp. 674-684 ◽  
Author(s):  
Nils Myszkowski ◽  
Martin Storme ◽  
Andrés Davila ◽  
Todd Lubart
Keyword(s):  
Problem Solving ◽  
Big Five ◽  
Divergent Thinking ◽  
Openness To Experience ◽  
Big Five Personality ◽  
Creative Problem Solving ◽  
Creative Potential ◽  
Content Type ◽  
Managerial Task ◽  
Creative Problem

Purpose – The purpose of this paper is to provide new elements to understand, measure and predict managerial creativity. More specifically, based on new approaches to creative potential (Lubart et al., 2011), this study proposes to distinguish two aspects of managerial creative problem solving: divergent-exploratory thinking, in which managers try to generate several new solutions to a problem; and convergent-integrative thinking, in which managers select and elaborate one creative solution. Design/methodology/approach – In this study, personality is examined as a predictor of managerial creative problem solving: On one hand, based on previous research on general divergent thinking (e.g. Ma, 2009), it is hypothesized that managerial divergent thinking is predicted by high openness to experience and low agreeableness. On the other hand, because efficient people management involves generating satisfying and trustful social interactions, it is hypothesized that convergent-integrative thinking ability is predicted by high agreeableness. In all, 137 adult participants completed two divergent-exploratory thinking managerial tasks and two convergent-integrative thinking managerial task and the Big Five Inventory (John and Srivastava, 1999). Findings – As expected, divergent-exploratory thinking was predicted by openness to experience (r=0.21; p<0.05) and agreeableness (r=−0.22; p<0.05) and the convergent-integrative thinking part of managerial creative problem solving was predicted by agreeableness (r=0.28; p<0.001). Originality/value – Contrary to most research on managerial creativity (e.g. Scratchley and Hakstian, 2001), the study focuses (and provides measure guidelines) on both divergent and convergent thinking dimensions of creative potential. This study replicates and extends previous results regarding the link between personality (especially agreeableness) and managerial creativity.

Creative problem-solving techniques, paradigm shift and team performance

2020 ◽  
Vol 26 (7/8) ◽  
pp. 451-466
Author(s):  
Tony Proctor
Keyword(s):  
Problem Solving ◽  
Team Performance ◽  
Paradigm Shift ◽  
Relevant Literature ◽  
Thinking Styles ◽  
Team Composition ◽  
Creative Problem Solving ◽  
Content Type ◽  
Team Members ◽  
Creative Problem

Purpose This paper aims to consider why creative problem-solving techniques may not always produce useful results and sets out to explain why this might be and what steps should be taken to avoid it happening. The paper provides an understanding of how different creative problem-solving techniques are best suited to gaining insights into problems requiring different degrees of paradigm shift. It argues that team members’ personalities and thinking styles and team composition should be taken into account when using the techniques. It examines the role the facilitator plays in planning and conducting the ideation process. Design/methodology/approach The paper provides simple illustrations of some of the creative problem-solving techniques. It reviews relevant literature and argues how individual differences of team members along with team composition can influence team performance in using the creative problem-solving techniques. Findings Personality, thinking styles and learning styles are relevant to the effective use of creative problem-solving techniques. Team composition, team motivation and mood factors should also be taken into account. The facilitator is key in ensuring the efficacy of the problem-solving process. Originality/value This paper will be helpful to academics who study creative problem-solving as well as informing management practitioners and trainers about the procedures and potential pitfalls to avoid.

Sign in / Sign up

Export Citation Format

Share Document