scholarly journals Framing the Innovation Mindset

10.28945/4793 ◽  
2021 ◽  
Vol 18 ◽  
pp. 083-102
Author(s):  
Laura A. McLaughlin ◽  
James McLaughlin
Keyword(s):  
Belief System ◽  
Training And Development ◽  
Future Research ◽  
Closed Model ◽  
Scientists And Engineers ◽  
Effective Development ◽  
Innovation Practices ◽  
Creativity And Innovation ◽  
Improved Methods ◽  
Education Process

Aim/Purpose: To build the skills of innovation, we must first establish a framework for the belief system that surrounds effective innovation practice. In building any belief system, sometimes outdated beliefs need to be replaced with better, more carefully researched ideas. One such belief, discovered in our research and elsewhere, is that creativity is innate and that great ideas arise through chance or happenstance. Background: One belief regarding innovation and creativity, discovered in our research and elsewhere, is the belief that creativity is innate. History has repeatedly shown this to be untrue, yet people still believe it. We have found within our research another belief is that innovation happens through random, unstructured processes -- that great ideas arise through chance or happenstance. However, participants also believed that innovation is a skill. If someone believes innovation is a skill but also believes innovation is innate, random, and unstructured, this disconnect presents obstacles for the training and development of innovation skills. Methodology: This research is based on a combination of background research and direct survey of innovators, educators, scientists, and engineers, in addition to the general public. The survey is used to illuminate the nature of significant beliefs related to creativity and innovation practice Contribution: We examine the myths and truths behind creativity as well as the false beliefs behind innovation as we present a closed model for innovation and the key framing elements needed to build a successful, trainable, developable system that is the innovation mindset. And like any skill, creativity and innovation can be taught and learned using tools and processes that can be followed, tracked, and documented. If innovation is a skill, creativity should not re-quire magic or the production of ideas out of thin air. Findings This paper identifies the historic nature of creativity as well as the general strategies used by innovators in implementing innovation practices and pro-poses a framework that supports the effective development of the innovation mindset. Recommendations for Practitioners: Apply the framework and encourage ideation and innovation participants to appreciate that they can learn to be creative and innovative. Start as early as possible in the education process, as all of these skills can be instructed at early ages. Recommendations for Researchers: Continue to gather survey data to support a refined understanding of the motivations behind the disconnect between innovation as a methodical skill and the beliefs in the use of random ideation techniques. Impact on Society: Transforming the understanding of creativity and innovation from one of mythical belief to one of methodical skill application will dramatically alter the lifelong impact of knowledge gained in support of global economic and environmental challenges. Future Research: A continuation of the recommended research paths and collaboration with other creativity researchers leading to improved methods for dissuading mythical beliefs toward formalized, systematic ideation and innovation practices.

scholarly journals Framing the Innovation Mindset

10.28945/4771 ◽  
2021 ◽  
Author(s):  
Laura A. McLaughlin ◽  
James McLaughlin
Keyword(s):  
Belief System ◽  
Training And Development ◽  
Future Research ◽  
Closed Model ◽  
Scientists And Engineers ◽  
Effective Development ◽  
Innovation Practices ◽  
Creativity And Innovation ◽  
Improved Methods ◽  
Education Process

NOTE: This Proceedings paper was revised and published in the journal Issues in Informing Science and Information Technology, 18, 83-102. Click DOWNLOAD PDF to download the published paper. Aim/Purpose: To build the skills of innovation, we must first establish a framework for the belief system that surrounds effective innovation practice. In building any belief system, sometimes outdated beliefs need to be replaced with better, more carefully researched ideas. One such belief, discovered in our research and elsewhere, is that creativity is innate and that great ideas arise through chance or happenstance. Background: One belief regarding innovation and creativity, discovered in our research and elsewhere, is the belief that creativity is innate. History has repeatedly shown this to be untrue, yet people still believe it. We have found within our research another belief is that innovation happens through random, unstructured processes -- that great ideas arise through chance or happenstance. However, participants also believed that innovation is a skill. If someone believes innovation is a skill but also believes innovation is innate, random, and unstructured, this disconnect presents obstacles for the training and development of innovation skills. Methodology: This research is based on a combination of background research and direct survey of innovators, educators, scientists, and engineers, in addition to the general public. The survey is used to illuminate the nature of significant beliefs related to creativity and innovation practice. Contribution: We examine the myths and truths behind creativity as well as the false beliefs behind innovation as we present a closed model for innovation and the key framing elements needed to build a successful, trainable, developable system that is the innovation mindset. And like any skill, creativity and innovation can be taught and learned using tools and processes that can be followed, tracked, and documented. If innovation is a skill, creativity should not re-quire magic or the production of ideas out of thin air. Findings: This paper identifies the historic nature of creativity as well as the general strategies used by innovators in implementing innovation practices and pro-poses a framework that supports the effective development of the innovation mindset. Recommendations for Practitioners: Apply the framework and encourage ideation and innovation participants to appreciate that they can learn to be creative and innovative. Start as early as possible in the education process, as all of these skills can be instructed at early ages. Recommendations for Researchers: Continue to gather survey data to support a refined understanding of the motivations behind the disconnect between innovation as a methodical skill and the beliefs in the use of random ideation techniques. Impact on Society: Transforming the understanding of creativity and innovation from one of mythical belief to one of methodical skill application will dramatically alter the lifelong impact of knowledge gained in support of global economic and environmental challenges. Future Research: A continuation of the recommended research paths and collaboration with other creativity researchers leading to improved methods for dissuading mythical beliefs toward formalized, systematic ideation and innovation practices.

Towards Interconnected Blockchains

2021 ◽  
Vol 54 (7) ◽  
pp. 1-39
Author(s):  
Ankur Lohachab ◽  
Saurabh Garg ◽  
Byeong Kang ◽  
Muhammad Bilal Amin ◽  
Junmin Lee ◽  
...  
Keyword(s):  
State Of The Art ◽  
The State ◽  
Future Research ◽  
Missing Link ◽  
Layered Architecture ◽  
Blockchain Technology ◽  
Wide Scale ◽  
Effective Development ◽  
Insight Into ◽  
Game Changer

Unprecedented attention towards blockchain technology is serving as a game-changer in fostering the development of blockchain-enabled distinctive frameworks. However, fragmentation unleashed by its underlying concepts hinders different stakeholders from effectively utilizing blockchain-supported services, resulting in the obstruction of its wide-scale adoption. To explore synergies among the isolated frameworks requires comprehensively studying inter-blockchain communication approaches. These approaches broadly come under the umbrella of Blockchain Interoperability (BI) notion, as it can facilitate a novel paradigm of an integrated blockchain ecosystem that connects state-of-the-art disparate blockchains. Currently, there is a lack of studies that comprehensively review BI, which works as a stumbling block in its development. Therefore, this article aims to articulate potential of BI by reviewing it from diverse perspectives. Beginning with a glance of blockchain architecture fundamentals, this article discusses its associated platforms, taxonomy, and consensus mechanisms. Subsequently, it argues about BI’s requirement by exemplifying its potential opportunities and application areas. Concerning BI, an architecture seems to be a missing link. Hence, this article introduces a layered architecture for the effective development of protocols and methods for interoperable blockchains. Furthermore, this article proposes an in-depth BI research taxonomy and provides an insight into the state-of-the-art projects. Finally, it determines possible open challenges and future research in the domain.

scholarly journals Research and Practices on Open Innovation

2011 ◽  
pp. 1-23 ◽  
Author(s):  
Hakikur Rahman ◽  
Isabel Ramos
Keyword(s):  
Longitudinal Study ◽  
Open Innovation ◽  
Small And Medium Enterprises ◽  
Enterprise Management ◽  
Future Research ◽  
Economic Prosperity ◽  
Research Practices ◽  
Sustained Growth ◽  
Medium Enterprises ◽  
Innovation Practices

Innovation has become a recognized driver of economic prosperity of a country through sustained growth of its entrepreneurships. Moreover, recently coined term open innovation is increasingly taking a lead in enterprise management in terms of sustained profitability. Foci of researchers and practitioners are revolving around innovation methods, processes, and strategies. This chapter seeks to find out open innovation researches and practices that are being carried out circumscribing development of small and medium enterprises (SMEs) through a longitudinal study. Along this context the study is investigating into researches that are being carried out by leading researchers and research houses across the globe, and at the same time, it also investigates open innovation practices that are being carried out for the development of SMEs. Before its conclusion, the chapter attempts to develop a framework for future research practices.

scholarly journals The role of organizational learning climate and individual's learning goal orientation in training and development activity participation of R&D organization employees

2013 ◽  
Vol 26 (2) ◽  
pp. 177-194
Author(s):  
Sunhee Lee
Keyword(s):  
Organizational Learning ◽  
Goal Orientation ◽  
Training And Development ◽  
Future Research ◽  
Learning Climate ◽  
Formal Training ◽  
Organizational Training ◽  
Development Activity ◽  
Learning Goal ◽  
Learning Goal Orientation

The study examined the relationships between organizational learning climate and individual's learning goal orientation and employee's participation in training and development activities and whether the relationships differ between informal versus formal training and development activities. Multi-level analyses on survey data from a total of 1,087 employees of 11 R&D organizations showed that learning climate and learning goal orientation were positively related to participation in training and development activities even after organizational training budget was controlled for. Further, organizational learning climate was more closely related to formal training and development activities while individual's learning goal orientation was more closely related to informal training and development activities. The theoretical and practical implications as well as directions for future research were discussed.

THE USE AND DETERMINANTS OF TRAINING AND DEVELOPMENT FOR CREATIVITY AND INNOVATION

2018 ◽  
Vol 22 (07) ◽  
pp. 1850062
Author(s):  
ALBA MANRESA ◽  
ANDREA BIKFALVI ◽  
ALEXANDRA SIMON
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Single Unit ◽  
New Products ◽  
Training And Development ◽  
The Other ◽  
Hrm Practices ◽  
Implementation And Dissemination ◽  
Creativity And Innovation ◽  
Significant Factors

Human Resource Management (HRM) practices are considered as a possible contributor to firm success. Further research is needed in this field to address how HRM practices contribute to a firm’s ability to be creative and innovative. The first objective of this paper is to map the implementation of training and development practices for creativity and innovation (TD4CI) in manufacturing and the second is to analyse the factors that most influence this implementation. The study, based on the Spanish sub-sample of the European Manufacturing Survey, demonstrates the unexhausted potential of TD4CI as a step prior to innovation. The results show that one third of the companies currently use TD4CI and that this figure is rising. Most of the firms, however, have not put these practices into place and they have no intention of doing so. Regarding the determinants that influence the studied practices, the results show that there are some significant factors, for example new products or services being introduced within the company in the previous three years, that positively affect all the practices. Other determinants are individually significant, for instance the complexity of the product. Some factors, on the other hand, such as size or single unit production, do not appear to influence any of the practices studied so far. The value of this research lies in the up-to-date, relevant figures it provides regarding the implementation and dissemination of TD4CI.

Research Dimensions of Open Innovation in Small and Medium Enterprises

2020 ◽  
pp. 1094-1123
Author(s):  
Hakikur Rahman
Keyword(s):  
Longitudinal Study ◽  
Open Innovation ◽  
Small And Medium Enterprises ◽  
Enterprise Management ◽  
Future Research ◽  
Economic Prosperity ◽  
Value Addition ◽  
Entrepreneurship Development ◽  
Medium Enterprises ◽  
Innovation Practices

Innovation is treated as a recognized driver of economic prosperity of a country through the sustained growth of its entrepreneurships. Moreover, recently coined term open innovation is increasingly taking the lead in enterprise management in terms of value addition. Foci of academics, researchers and practitioners nowadays are revolving around various innovation models, comprising innovation methods, processes and strategies. This chapter seeks to find out open innovation researches and practices that are being carried out circumscribing development of entrepreneurships, particularly the sector belonging to the small and medium enterprises (SMEs) through a longitudinal study. Along this context the chapter put forwards part of a continuous study investigating into researches in the area of open innovation for entrepreneurship development that are being carried out by leading researchers and research houses across the globe, and at the same time it also investigating open innovation practices that are being carried out for the development of entrepreneurships, emphasizing SMEs. Before conclusion the chapter has tried to develop a framework to instigate future research.

scholarly journals Creativity, Innovation, Sustainability: A Conceptual Model for Future Research Efforts

2020 ◽  
Vol 12 (8) ◽  
pp. 3139 ◽  
Author(s):  
Alexander Brem ◽  
Rogelio Puente-Díaz
Keyword(s):  
Conceptual Model ◽  
Social Problems ◽  
Future Research ◽  
Methodological Approaches ◽  
Creativity And Innovation

The interaction of creativity, innovation and sustainability is gaining momentum, but a lot more research is necessary. Some potential (not binding) areas of investigation for creativity and innovation are novel and useful conceptual definitions and theoretical framings of sustainability, as well as ideas for how to solve environmental and social problems with implications for sustainability. In addition, there is a high need for different methodological approaches to conduct research on sustainability, which might come from different fields like sociology or engineering. Before this background, this article introduces a conceptual framing of creativity, innovation and sustainability.

scholarly journals Technological proximity and the intensity of collaboration along the innovation funnel: direct and joint effects on innovative performance

2019 ◽  
Vol 23 (5) ◽  
pp. 931-952 ◽  
Author(s):  
Paula Anzola-Román ◽  
Cristina Bayona-Sáez ◽  
Teresa García-Marco ◽  
Valentina Lazzarotti
Keyword(s):  
Late Phase ◽  
Innovation Process ◽  
Joint Effect ◽  
Future Research ◽  
Content Type ◽  
Innovative Performance ◽  
Joint Effects ◽  
General Terms ◽  
Collaborative Innovation ◽  
Innovation Practices

PurposeThis paper aims to advance the understanding regarding the profiting of collaborative innovation practices, focusing particularly on how the intensity of collaboration along the innovation process and the relatedness between the partners’ technological bases affect the outcomes of such process in terms of efficiency and generation of technological innovations.Design/methodology/approachDrawing on the results from causal models and the estimation of average marginal effects, this research analyses the direct and joint effect of technological proximity and intensity of collaboration in the early and late phases of the process.FindingsThe findings suggest that there is a positive unconditional relationship between the aforementioned aspects and innovative performance and that the joint effects diverge depending on the stage of the process, i.e. while in the early phase collaborating intensely with close partners seems to be advisable, this circumstance proves to be problematic in the late phase of the innovation process.Originality/valueThe analysis developed provides clarity regarding relevant aspects of collaborative innovation practices, particularly, the search for and selection of optimal partners. In general terms, the evidence found here suggests seeking for collaborating intensely along the whole process with partners whose technological bases present a tight matchup with that of the focal firm. Results also call for awareness of the potential drawbacks derived from intense collaborations with close partners in the late phases of the process, thus hinting toward the convenience of developing protection mechanisms. In addition, this work provides interesting insights that challenge the notion of “proximity paradox” and set out further questions that might be worth considering for future research.

Employees’ perceptions of barriers to participation in training and development in small engineering businesses

2015 ◽  
Vol 27 (7) ◽  
pp. 561-578 ◽  
Author(s):  
Pattanee Susomrith ◽  
Alan Coetzer
Keyword(s):  
Work Environment ◽  
Learning Strategies ◽  
Small Businesses ◽  
Employee Participation ◽  
Training And Development ◽  
Future Research ◽  
Formal Training ◽  
Content Type ◽  
Industry Sector ◽  
Proactive Behaviour

Purpose – This paper aims to investigate barriers to employee participation in voluntary formal training and development opportunities from the perspective of employees in small engineering businesses. Design/methodology/approach – An exploratory qualitative methodology involving data collection via site visits and in-depth semi-structured interviews with 20 employees in five small engineering businesses was used. Interviews explored the role of developmental proactivity and employees’ perceptions of conditions in the immediate work environment and industry sector that represent barriers to their participation in formal training and development. Interview transcripts were analysed using thematic analysis. Findings – Three key findings are as follows. First, proactive behaviour regarding access to external training and development is muted in small business settings because of strong resource allocation norms. Second, factors in the internal work environment rather than the industry sector constitute the major barriers to training and development. Third, owner-managers and employees appear to have significantly differing perspectives of barriers to training and development. Research limitations/implications – The findings suggest avenues for future research. These include examining how workplace norms influence employee behaviour with regard to accessing formal training and development and investigating the learning strategies that employees use to compensate for a lack of access to training and development. Originality/value – Research into relatively low levels of employee participation in formal training and development in small businesses is deficient because it predominantly involves surveys of owner-managers’ opinions. This study is novel because it seeks to generate new insights not previously articulated by employees. The study yielded four propositions that have practical and research implications.

REDEFINING CREATIVITY AND INNOVATION IN ORGANISATIONS: SUGGESTIONS FOR REDIRECTING RESEARCH

2016 ◽  
Vol 20 (04) ◽  
pp. 1640001 ◽  
Author(s):  
XAVIER CASTAÑER
Keyword(s):  
Empirical Evidence ◽  
Scientific Literature ◽  
Future Research ◽  
Organisational Innovation ◽  
Explanatory Factors ◽  
Definition Of ◽  
Creativity And Innovation ◽  
Organisational Level

In this paper, I examine three questions: (1) how creativity and innovation in organisations are defined in the scientific literature, (2) which theories are applied and hence which explanatory factors have been discussed, and (3) what the empirical evidence is regarding these factors. I uncover an overlap between the definitions of creativity and innovation, which in my view are distinct but related concepts. Further, despite the significant overlap in their definitions, research has evolved in two almost separate streams. Moreover, I observe that the multiple theories used (even regarding the same factor) to explain organisational creativity are not always integrated and that the empirical evidence about factors concerning individuals seems to converge but is much more mixed in relation to factors at the organisational level. Finally, I propose a new definition of organisational creativity and organisational innovation to distinguish them and suggest some avenues for future research.

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