Bias in Creative Adoption Decision Points: Why Receivers Hinder the Creativity–Innovation Process

2022 ◽  
pp. 205-228
Author(s):  
Wayne R. Johnson
2021 ◽  
Vol 8 (7) ◽  
pp. 310-316
Author(s):  
Maria Teresa Matriano

In today’s age of modernization, the concept of innovation is considered as one of the key factors for organizational growth. At the same time, organizations are expected to adapt culture and environment where innovation can continue to develop. It requires a coordinated efforts by different actors in organization in making sure that the activities and integration process meets the conditions for an effective application. In order to put together the various moving parts of an innovation integration, the organization also needs to evaluate its structure in order to ensure that the activities entailed in the innovation process are not interrupted by organizational bureaucracy. In the case of Oman, the conception of an innovative environment is challenged by a prevailing organizational structure that constitutes hierarchical attributes. The problem with hierarchical structure is that innovation and development are slow. In addition, there is not enough room for creative inputs to be recognized because the decision points rely on the center of authority within the organization. This empirical research highlights the concept of innovative environment within the organizational structures in Oman.


2002 ◽  
Vol 2 (3) ◽  
pp. 135-141
Author(s):  
Susan L. Hendrix ◽  
Richard Derman ◽  
Richard T. Kloos
Keyword(s):  

Planta Medica ◽  
2008 ◽  
Vol 74 (09) ◽  
Author(s):  
S Milesi ◽  
C Lucas ◽  
M Marchant ◽  
C Laperdrix ◽  
C Lubrano ◽  
...  

2010 ◽  
pp. 41-61
Author(s):  
V. Andreev

The article discusses the concept of "success" in relation to innovative business and its performance. The quantity of innovative projects that can consistently overcome the stages of the innovation process to achieve the desired result is defined. The author presents the results of empirical research of successful and unsuccessful projects of leading Russian innovative companies in various industries, identifies key factors of successful development of new industrial products.


Author(s):  
Santiago DE FRANCISCO ◽  
Diego MAZO

Universities and corporates, in Europe and the United States, have come to a win-win relationship to accomplish goals that serve research and industry. However, this is not a common situation in Latin America. Knowledge exchange and the co-creation of new projects by applying academic research to solve company problems does not happen naturally.To bridge this gap, the Design School of Universidad de los Andes, together with Avianca, are exploring new formats to understand the knowledge transfer impact in an open innovation network aiming to create fluid channels between different stakeholders. The primary goal was to help Avianca to strengthen their innovation department by apply design methodologies. First, allowing design students to proposed novel solutions for the traveller experience. Then, engaging Avianca employees to learn the design process. These explorations gave the opportunity to the university to apply design research and academic findings in a professional and commercial environment.After one year of collaboration and ten prototypes tested at the airport, we can say that Avianca’s innovation mindset has evolved by implementing a user-centric perspective in the customer experience touch points, building prototypes and quickly iterate. Furthermore, this partnership helped Avianca’s employees to experience a design environment in which they were actively interacting in the innovation process.


2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.


Sign in / Sign up

Export Citation Format

Share Document