Beyond the Generation of Ideas: Virtual Idea Campaigns to Spur Creativity and Innovation

Elerud-Tryde, Anne; Hooge, Sophie

doi:10.1111/caim.12066

Cited by 44 publications

(46 citation statements)

References 35 publications

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“…Developing intervention research via a process of collaborative/action research seems consistent with recent methodological recommendations (e.g. Börjesson and Elmquist, ; Cirella, Guerci & Shani, ; Shani, Coghlan & Cirella, ; Elerud‐Tryde & Hooge, , Radaelli et al, ).…”

Section: Introductionsupporting

confidence: 79%

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Organizational Variables for Developing Collective Creativity in Business: A Case from an Italian Fashion Design Company

Cirella

2016

Creat Innov Manage

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The goal of this article is to propose a theoretical framework of collective creativity within an organizational design perspective and contribute to clarify this concept and how collective creativity can be purposefully managed. In particular, this study identifies relevant organizational variables for enhancing collective creativity and examines the relationship between collective creativity and organizational performance. The research draws upon a survey developed in the context of an in-depth collaborative research study with an Italian fashion design company. Since the theory on collective creativity is quite dispersed, the first part of the article attempts to define collective creativity and integrate different theoretical perspectives. Then, method and empirical findings are described. In the last part, the discussion illustrates why it is important for researchers and practitioners to be aware of the concept of collective creativity and the purposeful management of it.

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Section: Introductionsupporting

confidence: 79%

“…Sung & Choi, ); and (v) technological support, including technical competencies, groupware and specific hardware/software (e.g. Elerud‐Tryde & Hooge, ).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Organizational Variables for Developing Collective Creativity in Business: A Case from an Italian Fashion Design Company

Cirella

2016

Creat Innov Manage

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“…We approached the company – one of the top five designers of premium silk products for high‐end fashion labels and with over 100 years of history – and they agreed to work with us. Our early conversations with the CEO and his executive team led to the joint decision that an action research process, with, in particular, a collaborative orientation (Shani et al, ) and an insider/outsider team (Bartunek, ), was the best solution to act as the engine for a more rigorous and relevant research (e.g., Elerud‐Tryde & Hooge, ). Our initial meetings with the CEO and senior management indicated that encouraging learning and enhancing creativity would address an area of major ongoing challenges and concern.…”

Section: Methodsmentioning

confidence: 99%

Organizational Learning Mechanisms and Creative Climate: Insights from an Italian Fashion Design Company

2016

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This paper investigates the relationship between different types of organizational learning mechanisms and creative climate. In the context of an action research study, this paper focuses on insights from a survey that was administered to all the employees of the Product Design and Development unit of the company. The results indicate that the three different types of organizational learning mechanisms considered in the study (cognitive, structural and procedural mechanisms) are associated with creative climate. The results generate new scientific knowledge about the understanding of the role of organizational learning mechanisms and provide specific recommendations for organizations that aim to enhance creative climate.Keywords -organizational learning mechanisms, creativity, creative climate. 2 IntroductionCreativity is crucial for sustaining competitiveness (e.g. Epstein et al., 2013;Caniëls et al., 2014). The intensity of today's global economy requires an increased pace of creativity carried out in short time-cycles (Cirella and Shani, 2012;Sundgren and Styhre, 2003). To what extent creativity can be conceived as an organizational attribute is still under debate and, in particular, organizational scholars argue that analysing creativity at an individual level does not address either the nature or the complexity of creativity within organizations (Amabile, 1983). Most creative ideas within organizations are the outcome of exchange in a collective space, when interaction triggers ideas through collaboration, dialogue and debate (Catmull, 2008). Under the organizational creativity perspective (Woodman et al., 1993), creativity in organizations relies on a creative climate (Styhre and Sundgren, 2005).Learning and creative climate are crucial for the establishment of mental models of creativity (Lozano, 2014) and creative climate can be enhanced by organizational learning mechanisms (Cirella and Shani, 2012). Moreover, the relationship between organizational learning mechanisms and creative climate seems relevant to innovation, considering that both learning and creative climate in organizations contributed to 58.5% of the explanation of the observed variances in the innovation construct (Ismail, 2005). As such, different types of organizational learning mechanisms (Popper and Lipshitz, 1998) need to be tested to investigate their potential impact on creative climate. Such new insights can also guide managerial actions around the design of organizational learning mechanisms (Mitki et al., 2008) to foster creativity.The aim of this study is to investigate the relationship between different types of organizational learning mechanisms and creative climate. Despite the increased attention given to this focus and challenge (e.g. Catmull, 2008), scientific literature has yet to demonstrate the empirical link between organizational learning mechanisms and creative 3 climate. Building on literature relating to organizational learning mechanisms and creative climate, this study analyses the effect of different or...

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“…In particular, these studies have looked at the crowdsourcing marketplace, Amazon Mechanical Turk (www.mturk.com) and the internal crowdsourcing website IdeaStorm (www.ideastorm.com) (Bayus, 2013;Elerud-Tryde & Hooge, 2014;Hutter et al, 2011;Kittur, 2010;Ren, Nickerson, Mason, Sakamoto, & Graber, 2014;Sakamoto & Bao, 2011). Even though crowd ideation can be organized with explicit roles and rules, such as idea combination (Malhotra & Majchrzak, 2014;Wang, Wang, & Tao, 2017;Yu & Nickerson, 2011), in practice there are often few instructions for crowd interactions in ideation so that being exposed to others' ideas is a major interaction mechanism (Bayus, 2013;Luo & Toubia, 2015;Majchrzak & Malhotra, 2013;Moradian, Nasir, Lyons, Leung, & Sim, 2014;Siangliulue, Arnold, Gajos, & Dow, 2015).…”

Section: Introductionmentioning

confidence: 99%

Crowdsourced idea generation: The effect of exposure to an original idea

2018

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Crowdsourcing is an increasingly important approach to pursuing innovation. In crowdsourcing ideation websites, crowd members are often exposed to some stimulus ideas, such as examples provided by companies or peers' ideas. Understanding the effect of being exposed to original stimulus ideas in this context may inform the design of the crowdsourcing process. To test this effect, an experiment was conducted where crowd workers were asked to design a public service advertisement. Depending on the experimental condition, the participants were exposed to an original idea, or a common idea, or no idea. As compared to the absence of exposure, exposure to an original idea decreased fluency, defined as the number of ideas generated by each person, and increased the average originality of ideas generated by each person. By contrast, exposure to a common idea had no effect on either idea originality or fluency. The semantic similarity between the stimulus idea and the first idea generated was higher when the stimulus was common versus original as measured by latent semantic analysis. The implications of these results for research and practice are discussed.

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Beyond the Generation of Ideas: Virtual Idea Campaigns to Spur Creativity and Innovation

Cited by 44 publications

References 35 publications

Organizational Variables for Developing Collective Creativity in Business: A Case from an Italian Fashion Design Company

Organizational Variables for Developing Collective Creativity in Business: A Case from an Italian Fashion Design Company

Organizational Learning Mechanisms and Creative Climate: Insights from an Italian Fashion Design Company

Crowdsourced idea generation: The effect of exposure to an original idea

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