From Creativity to Innovation: The Social Network Drivers of the Four Phases of the Idea Journey

Abstract

In recent years interest has burgeoned in how social networks influence individual creativity and innovation. This increased attention has generated many inconsistencies from both the theoretical and empirical points of view. In this article we propose that a conceptualization of the idea journey encompassing phases that the literature has so far overlooked can help solve existing tensions. We conceptualize four phases of the journey of an idea from conception to completion: idea generation, idea elaboration, idea championing, and idea implementation. We propose that a creator has distinct primary needs in each phasecognitive flexibility, support, influence, and shared vision, respectively. Individual creators successfully move through a phase when the relational and structural elements of their networks match the distinct needs of the phase. The relational and structural elements that are beneficial for one phase, however, are detrimental for another. We propose that in order to solve this seeming contradiction and the associated paradoxes, individual creators have to change interpretations and frames throughout the different phases. This in turn allows them to activate different network characteristics at the appropriate moment and successfully complete the idea journey from novel concept to a tangible outcome that changes the field.

Novelty seeking is linked to openness and extraversion, and can lead to greater creative performance

“…Whether novelty seeking should be linked with creative achievement is not entirely clear because flexibility and the generation of novel ideas are not always sufficient for creative success. According to classic theorizing, to be considered creative, ideas need not just be novel , but they also need to have a degree of usefulness (Amabile, ); creators need not just be flexible, but also persistent (Nijstad et al, ); and once ideas are generated, they need to be subsequently elaborated upon, promoted, and implemented (Perry‐Smith & Mannucci, ). Taken together, it is quite possible that novelty seeking will lead to greater creative achievement when it is coupled with a goal‐oriented and persistent approach to one's creative goals.…”

Exploring the Mechanisms through which Strong Ties Impact upon the Development of Ideas in SME Contexts

“…Other seminal authors contribute to this debate, exploring the “strength of weak ties” (Granovetter ; Ruef ), with weak ties that are lower in their levels of emotional closeness, intimacy, need for reciprocity, and having less duration and frequency, argued to provide access to different content and nonredundant information (Granovetter ). Weak ties are therefore thought to provide differing perspectives, indeed Morgan and Sørenson () find that learning is fostered by “horizon expanding.” Adding a different dimension to this debate Kijkuit and van den Ende () argue that weak or bridging ties are important in the initial generation of creative ideas, but that strong or bonding ties assist the subsequent development of creative thought, suggesting a dynamic role for social ties within the creative process; dynamism in network ties and relationships being reinforced by more recent research from Perry‐Smith and Mannucci (). Notions that there must be a combination of bridging and bonding in promoting creativity are further highlighted by Eklinder‐Frick, Eriksson, and Hallén (), but little is said about the underlying mechanisms through which creativity is brought about.…”

“…The process ends with idea selection (Mintzberg, Raisinghani, and Theoret ), at which time creative ideas are screened and evaluated. Perry‐Smith and Mannucci () expand this idea “journey” into four stages (generation, elaboration, championing, implementation), and it is understood that while the phases are interconnected, they are distinct parts of the creative process (Kijkuit and van den Ende ). This paper focuses specifically on the idea development stage, broadly similar to Perry‐Smith and Mannucci's () “ elaboration ” phase.…”

“…Perry‐Smith and Mannucci () expand this idea “journey” into four stages (generation, elaboration, championing, implementation), and it is understood that while the phases are interconnected, they are distinct parts of the creative process (Kijkuit and van den Ende ). This paper focuses specifically on the idea development stage, broadly similar to Perry‐Smith and Mannucci's () “ elaboration ” phase. Attention is directed here because development is arguably the engine room of the creative process where initial nascent thoughts are evaluated, expanded, and clarified, fleshing out the flash of insight (Duggan ) into something that is workable, and of relevance to the SME—important given the limited resources typically available to smaller organizations.…”

How does self‐direction within learning operate to affect idea generation in small‐medium enterprise contexts?

“…In an organizational context, creative ideas may arise in connection with numerous issues, these include the introduction of new products or services, marketing or branding, operational processes or efficiencies, or the decision to target particular markets, among others. Without a flow of new ideas, the creative process flounders as there can be no idea development or elaboration (Perry‐Smith & Mannucci, ). This article, therefore, places its focus on idea “generation” (Kijkuit & van den Ende, ).…”