Six Innovation Pain Points and How to Overcome Them: Building an Innovation Culture

IESE Insight ◽  
2019 ◽  
pp. 55-61
Author(s):  
Matthias A. Tietz ◽  
Matthew A. Wong ◽  
Jay Rao ◽  
Fran Chuán ◽  
Joseph Weintraub
Keyword(s):  
Innovation Culture ◽  
Pain Points

Six Innovation Pain Points and How to Overcome Them: Building an Innovation Culture

IESE Insight ◽  
2018 ◽  
pp. 55-61
Author(s):  
Matthias A. Tietz ◽  
Matthew A. Wong ◽  
Jay Rao ◽  
Fran Chuán ◽  
Joseph Weintraub
Keyword(s):  
Innovation Culture ◽  
Pain Points

Dimensions of innovation culture: Developing a measure

2007 ◽  
Author(s):  
April R. Cantwell ◽  
Lynda Aiman-Smith ◽  
Torrey R. Mullen
Keyword(s):  
Innovation Culture

Innovation in Indian Business Groups

2018 ◽  
Author(s):  
Prashant Kale ◽  
Harbir Singh
Keyword(s):  
Risk Taking ◽  
Business Groups ◽  
Formal Learning ◽  
Internal Markets ◽  
Early Stages ◽  
Innovation Culture ◽  
External Sources ◽  
Set Up ◽  
Organizational Mechanisms ◽  
Learning Interventions

Innovation is a critical to the success of large, diversified Indian business groups and this chapter explores the specific organizational mechanisms they have adopted to enable and foster innovation in their organizations. First, these groups provide internal markets for much needed capital and talent necessary for innovation to make up for sufficient lack of these institutions externally. In addition, they have pursued the following actions: (a) significantly upped their investments in R&D and innovation, (b) created internal leadership councils to oversee and promote innovation, (c) created an innovation culture that encourages and celebrates entrepreneurship, risk-taking, and tolerance for failure, (d) undertaken formal learning interventions to build the innovation capabilities of their managers, and (e) set-up formal units to in-source innovation from external sources. Indian companies are yet in the early stages of this journey and will have to sustain these practices to demonstrate durable success with innovation.

Peer-to-peer online voice as emergent collective action

2021 ◽  
pp. 002218562110319
Author(s):  
Michael Walker
Keyword(s):  
Collective Action ◽  
Information Sharing ◽  
Online Communities ◽  
Online Discussion ◽  
Peer To Peer ◽  
Mutual Aid ◽  
Nature Of Information ◽  
State Of Affairs ◽  
Worker Voice ◽  
Pain Points

E-voice is now a common form of worker voice. Existing scholarship has focused on e-voice’s potential for grievance-airing and resistance; however, much work-oriented online discussion is not change oriented but more in the nature of information sharing and mutual aid. Even when not deliberately intended to be, mutual aid discussion can be an exercise of worker voice because it identifies and highlights pain points in the workplace, spreads awareness of these through online communities and constitutes an attempt to improve an objectionable state of affairs. As otherwise voiceless workers discover and act on these shared ideas en masse, they create an emergent form of collective action.

scholarly journals Characterizing Pain Points in Clinical Data Management and Assessing the Impact of Mid-Study Updates

2021 ◽  
Author(s):  
Beth Harper ◽  
Zachary Smith ◽  
Jane Snowdon ◽  
Robert DiCicco ◽  
Rezzan Hekmat ◽  
...  
Keyword(s):  
Data Management ◽  
Clinical Data ◽  
The Impact ◽  
Pain Points

What's Wrong with Computational Notebooks? Pain Points, Needs, and Design Opportunities

2020 ◽  
Author(s):  
Souti Chattopadhyay ◽  
Ishita Prasad ◽  
Austin Z. Henley ◽  
Anita Sarma ◽  
Titus Barik
Keyword(s):  
Pain Points

Can Unhappy Pictures Enhance the Effect of Personas? A User Experiment

2022 ◽  
Vol 29 (2) ◽  
pp. 1-59
Author(s):  
Joni Salminen ◽  
Sercan Şengün ◽  
João M. Santos ◽  
Soon-Gyo Jung ◽  
Bernard Jansen
Keyword(s):  
Mixed Methods ◽  
Facial Expression ◽  
Personality Traits ◽  
Facial Expressions ◽  
User Perceptions ◽  
Design Ideas ◽  
User Experiment ◽  
Pain Points

There has been little research into whether a persona's picture should portray a happy or unhappy individual. We report a user experiment with 235 participants, testing the effects of happy and unhappy image styles on user perceptions, engagement, and personality traits attributed to personas using a mixed-methods analysis. Results indicate that the participant's perceptions of the persona's realism and pain point severity increase with the use of unhappy pictures. In contrast, personas with happy pictures are perceived as more extroverted, agreeable, open, conscientious, and emotionally stable. The participants’ proposed design ideas for the personas scored more lexical empathy scores for happy personas. There were also significant perception changes along with the gender and ethnic lines regarding both empathy and perceptions of pain points. Implications are the facial expression in the persona profile can affect the perceptions of those employing the personas. Therefore, persona designers should align facial expressions with the task for which the personas will be employed. Generally, unhappy images emphasize realism and pain point severity, and happy images invoke positive perceptions.

How to build employees' relationship capital through different enterprise social media platform use: the moderating role of innovation culture

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Liang Ma ◽  
Xin Zhang ◽  
Gaoshan Wang ◽  
Ge Zhang
Keyword(s):  
Social Media ◽  
Information Exchange ◽  
Content Type ◽  
Enterprise Social Media ◽  
Work Related ◽  
Innovation Culture ◽  
Social Media Platforms ◽  
Relationship Capital ◽  
Moderating Role

PurposeThe purpose of the present study is to build a research model to study how the use of different enterprise social media platforms affects employees' relationship capital, and the moderating role of innovation culture is also examined.Design/methodology/approachStructural equation modeling was performed to test the research model and hypotheses. Surveys were conducted in an electronic commerce company in China that uses different social media platforms, generating 301 valid responses for analysis.FindingsFirst, private social media used for work-related purposes can contribute to employees' relationship capital, and public social media QQ used for work-related purposes can contribute to employees' communication quality. WeChat used for social-related purposes has a positive effect on employees' information exchange. Second, innovation culture acts as a positive moderator between work-related media use and employees' information exchange, while innovation culture acts as a negative moderator between social-related WeChat use and employees' information exchange. Third, innovation culture acts as a positive moderator between work-related QQ use and employees' trust, while innovation culture acts as a negative moderator between social-related QQ use and employees' trust.Originality/valueFirst, this paper contributes to the information system (IS) social media literature by studying the effect of the use of different enterprise social media platforms used for different purposes on employees' relationship capital. Second, the authors contribute to relationship capital theory by clarifying that use of public and private social media platforms for social- and work-related purposes is an important driver of the formation of employees' relational capital. Third, the present study also contributes to enterprise social media literature by confirming that innovation culture acts as a different moderator between use of different enterprise social media platforms and employees' relationship capital.

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