Innovating for trust

Lüders, Marika; Andreassen, Tor W.; Clatworthy, Simon; Hillestad, Tore

doi:10.4337/9781785369483.00006

Cited by 8 publications

(4 citation statements)

References 10 publications

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“…• Perceived over-complexity and over-turbulence, i.e., adverse cognitive conditions, often render real-world socio-economic CAS counterproductive, generating individual and systemic rigidities through low general trust, entailing myopia, winner-takes-all cultures, reduced innovation or some flawed or pseudo innovation, often with considerable social costs and decreasing employment, while proper levels of complexity and change/stability would provide conditions of realistic self-confidence and future investments and innovation of agents (e.g., Bloom et al, 2005;Elsner & Schwardt, 2014;Kleinknecht et al, 2016;Grant & Moses, 2017;Lueders et al, 2017;Sautua, 2017;Bertani et al, 2019;Coad et al, 2021). • Financialization, then, through its often-asymmetric information structure 8 and thus dominant incentives to short-run redistribution, defection and exploitation, profit reaping, and rent-seeking (rather than value creation), reinforces myopia and a winner-takes-all culture, reduces social commitment, and may displace comprehensive and productive behavioural and technological innovation (e.g., García-Vega & Huergo, 2017; Kingston, 2017; Lueders et al, Bettignies & Ries, 2023).…”

Section: Innovation and Information As A Prime Field Of Complexity Ec...mentioning

confidence: 99%

“…With increasing futurity, an increasing average expectation "to meet (again)", as, e.g., in a decreasing population or "arena" size (a smaller interaction arena, neighbourhood, peer group, locality, firm cluster, firm network etc. ), or with less enforced disembedding/uprooting mobility, thus with less perceived turbulence, or, put differently, with a stronger expectation of meeting future cooperative behaviour, a higher general trust, the disposition towards cooperation will increase (e.g., Elsner, 2012;García-Vega & Huergo, 2017;Lueders et al, 2017;van der Wouden, 2020).…”

Section: The Example Of the "Evolution Of Cooperation": Behavioural I...mentioning

confidence: 99%

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Innovation and information: Smooth and ongoing change, or turbulence and cognitive over-stress? On the complex deep structure of innovation

Elsner

2024

The Elgar Companion to Information Economics

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Section: Innovation and Information As A Prime Field Of Complexity Ec...mentioning

confidence: 99%

Section: The Example Of the "Evolution Of Cooperation": Behavioural I...mentioning

confidence: 99%

Innovation and information: Smooth and ongoing change, or turbulence and cognitive over-stress? On the complex deep structure of innovation

Elsner

2024

The Elgar Companion to Information Economics

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“…Trust is shown to play a crucial role in understanding the acceptance of innovative technology [21]. In fact, [12] reported that trust determines the use or rejection of automation and willingness to rely on automation in certain situations.…”

Section: A Trust Understanding and Modelingmentioning

confidence: 99%

Clustering Human Trust Dynamics for Customized Real-time Prediction

Liu

Akash

Misu

et al. 2021

Preprint

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Trust calibration is necessary to ensure appropriate user acceptance in advanced automation technologies. A significant challenge to achieve trust calibration is to quantitatively estimate human trust in real-time. Although multiple trust models exist, these models have limited predictive performance partly due to individual differences in trust dynamics. A personalized model for each person can address this issue, but it requires a significant amount of data for each user. We present a methodology to develop customized model by clustering humans based on their trust dynamics. The clustering-based method addresses the individual differences in trust dynamics while requiring significantly less data than personalized model. We show that our clustering-based customized models not only outperform the general model based on entire population, but also outperform simple demographic factor-based customized models. Specifically, we propose that two models based on "confident" and "skeptical" group of participants, respectively, can represent the trust behavior of the population. The "confident" participants, as compared to the "skeptical" participants, have higher initial trust levels, lose trust slower when they encounter low reliability operations, and have higher trust levels during trust-repair after the low reliability operations. In summary, clustering-based customized models improve trust prediction performance for further trust calibration considerations.

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“…Service design refers not only to the ability of a company to come up with an offer on the market, but at the same time, to the design of that offer. (Lüders, Andreassen, Clatworthy and Hillestad, 2017) It puts the consumer at the forefront, but does not simply reduce to the identification of the consumers' needs, wishes; in many situations, the "designer" tries to discover what the consumer will want in the future, even if he/she can not express his/her wish at this time. Service design is based on the way the different actors create value together with consumers, trying to understand the needs and expectations of the latter.…”

Section: Value-oriented Brand-design Relationshipmentioning

confidence: 99%

Better Brand Management Through Design Thinking

Pamfilie¹,

Croitoru²

2018

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The world is evolving fast, and in a global society that is developing at an astounding pace, borders of any kind are eliminated one at 0 a time. Moreover, the competition between companies is becoming fiercer and fiercer, so the differentiation of products and services has gradually turned into a real necessity. In this context, design thinking is one of the elements that is currently drawing new directions, often being associated with the innovation process and the gain of competitive advantages. Recent studies show that design principles applied at a strategic level, especially in the field of innovation, significantly increase its success rate. Design thinking focuses on obtaining solutions and is action-oriented, providing all the necessary premises in order to discover new market needs and, moreover, to satisfy them.Another extremely important element in the current global context is brand, which gives the main points of differentiation for offers existing on the market. A correct and efficient management of the brand supports the creation of strong emotional relationships with consumers, bringing competitive advantages, especially by increasing their loyalty. As a result, brand management is an area of particular interest, and design thinking, together with innovation, can successfully support its specific actions, bringing with them the benefits of creativity, that translate into defining new concepts for attracting consumers and their trust.This article addresses aspects of design and design thinking, as elements that support a successful brand management, taking the tourism domain, which is currently the world's fastest growing industry, as a case study. The authors sought to study the connection between design, design thinking and brand management by correlating two studies, one of them conducted among consumers and the other one, among economic agents. Thus, questionnaires were addressed to consumers in order to identify their perception on design and design thinking, but also to economic agents in order to determine their actions in this regard. The way design and design thinking influences customers' consumption behavior represents a starting point for building brand management strategies, indicating either the need to enhance their use or, on the contrary, the lack of need for design.

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Innovating for trust

Abstract: Innovation, in short, is the implementation of new ideas, products or processes (Hurley and Hult, 1998), or taking on a process perspective, 'the generation, acceptance, and implementation of new ideas, processes, products or services' (Thompson, 1965, p. 4). Successfully launching

Cited by 8 publications

References 10 publications

Innovation and information: Smooth and ongoing change, or turbulence and cognitive over-stress? On the complex deep structure of innovation

Innovation and information: Smooth and ongoing change, or turbulence and cognitive over-stress? On the complex deep structure of innovation

Clustering Human Trust Dynamics for Customized Real-time Prediction

Better Brand Management Through Design Thinking

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