Suggestion systems: transferring employee creativity into practicable ideas

Dijk, Christiaan van; Ende, Jan van den

doi:10.1111/1467-9310.00270

Cited by 172 publications

(149 citation statements)

References 21 publications

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“…However, they still struggle to improve the innovative results of these systems as they mostly produce incrementally rather than radically new propositions (Fairbank and Williams 2001;Van Dijk and van den Ende 2002;Amin and Roberts 2008). To overcome this issue, organizations increasingly engage in knowledge exchange through communityoriented efforts among employees.…”

Section: Introductionmentioning

confidence: 99%

Knowledge Exchange in Intra-Organizational Innovation Communities: The Role of Cognitive and Affective States

Bansemir

Neyer

Möslein

2012

Bus Res

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Many aspects in the area of designing platforms for intra-organizational innovation communities are not well understood. In this article, we examine the impact of technologically induced psychological factors on knowledge exchange in such communities. Using two experimental pretest-posttest experiments, we find that the implementation of (i) technologically induced self-efficacy (expressed by a ‘hurray’ message) and (ii) technologically induced positive affect (expressed by playing some 30 seconds of rock-’n’-roll music) in the design of the platform results in an influential increase of knowledge exchange. Importantly, the studies suggest that the integration of technologically induced self-efficacy leads to a higher extent of knowledge exchange than technologically induced positive affect. The implications of these results for future research and practice as well as for the design of a platform for such communities are discussed.

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Section: Introductionmentioning

confidence: 99%

Knowledge Exchange in Intra-Organizational Innovation Communities: The Role of Cognitive and Affective States

Bansemir

Neyer

Möslein

2012

Bus Res

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“…Also Deichmann (2012), Dickinson (1932), Fairbank and Williams (2001), Reuter (1997), Van Dijk and Van den Ende (2002) in the studies admitted that aim of IM is to stimulate, support and channel employee ideas. Authors of the research would like to admit that IM is not restricted to some limited idea sources or idea managers (idea generators, evaluators).…”

Section: Discussion On Immentioning

confidence: 99%

“…"Word cloud" see in Figure 1. Passive IMS according to Brem, Voigt (2007) and Van Dijk, Van den Ende (2002) could be called suggestion systems which prefers extraction of ideas, idea identification, idea flow-up, but Westerski, Dalamagas, Iglesias (2013) calls it suggestion boxes, but also revealed that these are less sophisticated systems than active. Gamlin, Yourd and Patric (2007) named passive IMS as classical IMS and manifested that in these IMS employees are encouraged to submit any idea that comes to mind, but unfocused also Brem and Voigt (2007) determined that the aim of this system is to harness employees' creativity.…”

Section: Discussion On Immentioning

confidence: 99%

Discussion on the Terms of Idea Managament and Idea Managament Systems

Miķelsone

Liela

2021

Regional Formation and Development Studies

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Although idea management (IM) and idea management systems (IMS) and related topics have been researched since 1982 and IM itself is as old as the first ideas, authors in previous research specified 18 research gaps in literature about IM and one of the most important that there is no united view on the terms IM and IMS and there are no specialized researches about these terms, as well, in the literature of IM they are not board discussed. Purpose of the research is to discuss and create definitions of terms IM and IMS using the reviewed literature. Research object: literature on IM and IMS. Research subject: terms of IM and IMS. Main research method -literature review. Data collected from 70 sources, including scientific publications, conference proceedings, books, white papers etc. published over the last 33 years, i.e., from January 1982 to February 2015, in all research fields. The research highlights that in the literature there are wide variety of the definitions of terms IM and IMS. The results of the research revealed that definitions of IM have not fundamentally changed over the time, but the definitions of IMS have transformed from "passive" to "active" IMS in millennium. The object of these definitions more often are described as systematic and manageable. Results probe that IM could be defined as -systematic, manageable process of idea generation, evaluation and development, but the IMS as a tool, tool kit or complex system which provides systematic, manageable process of idea generation, evaluation and development. The intensity of IM and IMS researches varies by region, but there are no major regional differences in defying the terms.

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“…Van Dijk et Van Den Ende (2002) figurent parmi les rares chercheurs à avoir étudié un grand nombre de ces programmes. Ils ont ainsi pu en identifier qui génèrent des résultats remarquables comparativement à la moyenne et ont, dans une deuxième étape, réalisé une étude plus approfondie de ces programmes exceptionnels.…”

Section: éTudier Davantage Le Management Des Idées Dans La Pmeunclassified

“…Comme le suggèrent Carrier et Gélinas (2011), le modèle de Van Dijk et Van Den Ende (2002) de transformation des idées en réalisations concrètes pourrait servir de base aux réflexions de gestionnaires songeant à instaurer un programme de management des idées. Ce modèle comporte trois phases : l'extraction des idées, l'atterrissage ou prise en compte de celles-ci et les suites menant à leur concrétisation.…”

Section: éTudier Davantage Le Management Des Idées Dans La Pmeunclassified

Introduction au dossier thématique - Créativité, PME et entrepreneuriat : des zones d’ombre et de lumière

Carrier

Szostak

2014

ipme

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Cette introduction au dossier thématique « Créativité, PME et entrepreneuriat » est une invitation lancée aux chercheurs en PME et en entrepreneuriat pour explorer davantage la créativité. Des idées de recherche sont suggérées à partir de travaux sur le design, les industries créatives et les programmes de management des idées. Les thèmes de la motivation, de la confiance, de la gestion des ressources humaines, du rôle du dirigeant de PME ou encore de l’articulation entre les niveaux individuel et collectif en matière de créativité sont mis en avant. Enfin, les trois articles de ce dossier sont brièvement présentés.This introduction to the special issue « Creativity, SMEs and entrepreneurship » leads researchers in the field of SMEs and entrepreneurship to deepen the theme of creativity. Researches are suggested from studies in design, creative industries and ideas management programs. Topics such as motivation, confidence, human resources management, role of the SME manager or relationship between individual and team creativity are put forward. Finally, the three papers of this issue are briefly presented.Esta introducción al dosier temático « Creatividad, PyME y empresariado » es una invitación lanzada a los investigadores en PyME y en empresariado para explorar principalmente la creatividad. Varias líneas de investigación son sugeridas a partir de contribuciones sobre el diseño, las industrias creativas y los programas de management de las ideas. Los temas de la motivación, de la confianza, de la gestión de recursos humanos, del papel de los dirigentes de las PyME o incluso de la articulación entre los niveles individual y colectivo en materia de creatividad son presentados como elementos esenciales. En último lugar, los tres artículos de esta colección serán brevemente explicados

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Suggestion systems: transferring employee creativity into practicable ideas

Cited by 172 publications

References 21 publications

Knowledge Exchange in Intra-Organizational Innovation Communities: The Role of Cognitive and Affective States

Knowledge Exchange in Intra-Organizational Innovation Communities: The Role of Cognitive and Affective States

Discussion on the Terms of Idea Managament and Idea Managament Systems

Introduction au dossier thématique - Créativité, PME et entrepreneuriat : des zones d’ombre et de lumière

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