2021
DOI: 10.1111/jpim.12559
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How experts screen ideas: The complex interplay of intuition, analysis and sensemaking

Abstract: Organizations use idea screening to select which ideas will be developed into innovation projects. Extant research has revealed that, during idea screening, expert evaluators use intuition to make rapid holistic decisions about idea quality, analyze ideas in detail to determine their value and employ sensemaking to understand and elaborate on ideas. However, much of this takes place in the minds of the evaluators, which limits our understanding of how experts identify good ideas. This study addresses the issue… Show more

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Cited by 38 publications
(34 citation statements)
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“…The focus is on hypothesizing the future utility and value of the idea at hand rather than converging solely on what is presented at the time of decision making (Berg, 2016;Buehring & Liedtka, 2018;Dew, 2007;Dong et al, 2015;Dorst, 2011;Ensici et al, 2008;Finke et al, 1992;Johnson & Suskewicz, 2020;Kolko, 2010;Miller, 2007Miller, , 2018Miller et al, 2018;Poli, 2019aPoli, , 2019bScoblic, 2020;Vettorello et al, 2019;Walton, 2014;Ward, 2007). Sukhov et al (2021) suggest that decision making at the FFE demands an awareness that markets are exposed to shifts and technological developments. This means innovation managers need to react to the market changes flexibly; for example, in cases where the market in which a solution is likely to enter is far in the future, likely to change and yet unknown to the innovation manager at the time of the decision.…”
Section: Managing Early-stage Innovationmentioning
confidence: 99%
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“…The focus is on hypothesizing the future utility and value of the idea at hand rather than converging solely on what is presented at the time of decision making (Berg, 2016;Buehring & Liedtka, 2018;Dew, 2007;Dong et al, 2015;Dorst, 2011;Ensici et al, 2008;Finke et al, 1992;Johnson & Suskewicz, 2020;Kolko, 2010;Miller, 2007Miller, , 2018Miller et al, 2018;Poli, 2019aPoli, , 2019bScoblic, 2020;Vettorello et al, 2019;Walton, 2014;Ward, 2007). Sukhov et al (2021) suggest that decision making at the FFE demands an awareness that markets are exposed to shifts and technological developments. This means innovation managers need to react to the market changes flexibly; for example, in cases where the market in which a solution is likely to enter is far in the future, likely to change and yet unknown to the innovation manager at the time of the decision.…”
Section: Managing Early-stage Innovationmentioning
confidence: 99%
“…Research indicates that advancing decision‐making strategy at the fuzzy front end (FFE) of a new product development (NPD) can highly benefit in fostering innovation and choosing promising ideas while weeding out others (Dziallas, 2020; Gassmann & Schweitzer, 2014; Kim & Wilemon, 2002; Koen et al, 2001; Leonard‐Barton, 1992; Nicholas et al, 2015; Reid & De Brentani, 2004; Sukhov et al, 2021; Zhang & Doll, 2001). The FFE is important.…”
Section: Introductionmentioning
confidence: 99%
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