The Antecedents of Individual Innovative Behaviour in Temporary Group Innovation

This study examines the antecedents of individual innovative behaviour in short‐term innovation camp conditions. Innovation is increasingly a joint activity conducted in various kinds of temporary settings that collect widely diverse people together for a brief time to work on a particular problem. As innovativeness of interplaying individuals is key for the success of collaborative innovation, it is important to study what factors enhance individual innovative behaviour in temporary settings. Data from 103 innovation camp participants were the basis of PLS‐SEM analysis. Results show that individual creative self‐efficacy, perceived task orientation and experimentation have significant effects on individual innovative behaviour. In contrast, participative safety, support for innovation, and vision are not associated with individual innovativeness. These findings suggest that the antecedents of individual innovativeness in temporary settings differ from those identified in conventional groups, pointing to a new field for future research.     

Transitioning Towards Creativity and Innovation Measurement in SMEs

The aim of this paper is to explore the transition from traditional measures to creativity and innovation measures within a number of small to medium‐sized enterprises (SMEs) case studies. The need for increased competitiveness has created an impetus for increased creativity and innovation in SMEs. However, the measures associated with the process of creativity and innovation in organisations sometimes do not follow cause‐and‐effect rationale, reflecting non‐linear behaviour. A multiple SME‐based case research methodology is used to explore the transitioning effects from traditional to more creativity and innovation based measures. The cases were part of a longitudinal creativity and innovation intervention programme, which combined taught modules and Critical Action Learning networks over a two‐year period. These networks involved sub‐groups applying critical theory‐based study to the learning they had received in the modules. The findings reveal that the transition dynamics include a complex mix of cause and effect rationale, phenomenology, incremental change, radical change, quantitative, qualitative and linear and complex contrasts and comparisons. Thus, managers must facilitate an eclectic approach to creativity and innovation measures.     

Design Dialogue Groups as a Source of Innovation: Factors behind Group Creativity

Sif – a Swedish national trade union for white‐collar workers in Industry – has recognized the importance of enhancing its service innovation processes through careful listening to its members. This article will discuss the Design Dialogue Group (DDG) methodology that has been developed through collaborative research between Sif and the Fenix Research Program, in order to enhance group creativity and organizational learning. The emphasis of this paper is restricted to the issue of enhancing group creativity, and literature and empirical data will be used in order to discuss the factors enabling and restraining creativity. The major assumption behind this study is that many factors behind group creativity can be controlled. Thus, a careful design of the group creativity process would increase the likelihood for success since measures to enhance creative behaviours and to avoid pitfalls can be planned and/or taken by a group moderator. In short, the aims of this study are twofold: (1) to relate prior research contributions to DDG experiences in order to augment our understanding concerning factors enhancing and threatening creativity in DDG settings and (2) to systematize these findings into a set of proposed design principles related to domain‐relevant skills, creativity‐related processes, and task motivation. These propositions concern the recruitment of participants, group characteristics, and group processes.     

The Antecedents of Creativity Revisited: A Process Perspective

This study invokes a process view on employee creativity to uncover how the different stages of the creative process are associated with different antecedents. Specifically, we explore the role of five previously identified antecedents of organizational creativity in the different phases of the creative process within organizations: (1) personality; (2) rewards; (3) the role of co‐workers; (4) leadership; and (5) organizational resources. In an analysis of 22 case studies we found that antecedents of creativity indeed have different roles in different stages of the creative process and that antecedents that are helpful in one stage of the creative process, can be detrimental for another stage. Such results highlight the importance of conceptualizing creativity as a process, rather than as an outcome variable.     

Factors Influencing Creativity in Virtual Design Teams: An Interplay between Technology,Teams and Individuals

Creativity is a topic of interest across numerous disciplines and areas of study. Creativity constitutes a challenging aspect of engineering design, and scholars in the field of management claim that the increase in virtual teamwork calls for research as to how virtual configurations alter some of the management practices based on the collocated workplace. By reviewing the different literatures, we posit a knowledge gap regarding creativity in the virtual design context, where varying degrees of virtuality are likely to exert an influence on creativity. In our quest to start bridging this gap, we pursued an exploratory case study with a student‐based virtual design team project, known as the European Global Product Realization (EGPR). Thirty‐nine interview extracts, covering most participants, along with non‐participant observation and document review, gave us insights into the nature of the project, the participants' perceptions of creativity, and their experience of designing in virtual teams. In all, our study unearths and discusses a number of factors – and the extent to which – they are found to influence creativity in virtual design teams. The study has cross‐domain relevance from those interested in the management of virtual teams through to those looking at creativity and design.     

Stimulating the Potential: Creative Performance and Communication in Innovation Teams

Creativity is essential to successful new product development efforts. Teams constitute the organizing principle in most modern innovation activities. Although creativity research has revealed many factors influencing individual creativity, little is known about how team‐level creativity is determined. Since the creative innovation task requires teams to combine and integrate input from multiple team members, the team's communication pattern is an important determinant of team creativity. Based on a sample of 44 NPD teams in eleven companies, this study examines the effects of team‐member communication on team creativity. It is found that both interaction frequency and subgroup‐formation of communication have a negative relationship to team creativity. Theoretical and practical implications are discussed, and further research is indicated.     

The visual aesthetics measurement on interface design education

Visual aesthetics measurement has been studied in the information processing. Indeed, it was mainly conducted by designers and experts previously, which is related to evaluate final works of visual aesthetics. By contrast, relations of inspirations and outcomings are largely ignored in the field of interface design. The result was measured by students, users, and experts, so as to understand the different effects of the interface design inspirations. Two studies were to investigate the influences of inspirations, such as the image‐verbal–oriented (task 1) and the interface‐image–oriented (task 2), and measure the outcomings by users, experts, and participants works. Thirty participants, two experts, and two users, rated the interface design works. The code frequency and correlation analysis were adopted. The findings demonstrate that usability and aesthetics are scored highly in task 2 that is supported by the rating from users and experts. The originality and creativity are rated superior in task 1 than task 2 that is rated by experts. This study reveals that image‐verbal–oriented inspiration matches to the creativity and originality in interface design, and the interface‐image–oriented inspiration was related to the usability and aesthetics, which contribute to the interface design processing and inspiration adoption.     

Antecedents and Consequences of Interaction Quality in Virtual End‐User Communities

Research has identified virtual communities as a valuable source of innovation. This study aims to provide an understanding of what makes some end‐user communities more successful in creating innovations than others. Specifically, we explore how the attractiveness of innovations is influenced by the quality of interaction between the community members. Additionally, we consider trust in benevolent behaviour and competition for reputation, as well as their interaction effect, as being possible antecedents of interaction quality. Drawing on data collected through a web‐based survey, this study explores the innovation activities of 127 virtual end‐user communities within the fields of sports, car and motorbike tuning and model building. The findings confirm that interaction quality is positively related to the innovativeness of virtual communities. As regards the antecedents of interaction quality, the analysis indicates that trust is a key prerequisite to co‐operative behaviour among the members of virtual communities. The level of competition, however, only affects interaction quality if a high level of trust is present among members. The results highlight the need to create an environment that facilitates interaction among the members of innovation communities. Furthermore, community managers should ensure that a minimum level of trust is established within the community before stimulating competition.     

Using avatars to tailor ideation process to innovation strategy

To face innovation challenges of the twenty-first century, companies should learn from proven successful strategies and draw on technological evolutions as well. Our proposal consists in aligning ideation to innovation strategies through the use of avatars in a virtual world. On the basis of the Persona method and the Proteus effect, we design avatars’ appearance so as to implement a Need-seeker or a Technology-driver innovation strategy. To test the effectiveness of this avatar-mediated innovation tool, we conducted an experiment in a French company. Two groups of highly qualified employees from the innovation department had to find applications for smart windows in public transportation. Both groups experienced immersion in a virtual transportation situation: one group embodied avatars resembling Inventors, whereas the other group embodied Personas representing users of public transportation. As expected, avatars’ appearance proved to influence the creative production: the Inventor condition led to a techno-centered ideation profile, oriented toward technological solutions, while the Persona condition led to more user-centered, needs-oriented ideas. Consistently, Inventors’ production tended to be better evaluated through industrial criteria and Personas’ production tended to be better evaluated by transportation users. We discuss the use of avatar-mediated creativity as a strategic tool for companies seeking to innovate.     

Towards a Comprehensive Understanding of Lead Userness: The Search for Individual Creativity

In innovation research the identification of lead users has attracted considerable research effort. While lead user research has made important advances, there is still a significant lack in terms of understanding antecedents to lead userness. Therefore the aim of this paper is to offer a framework which is rooted in creativity psychology in order to provide a more comprehensive understanding of who leading‐edge users are. It will allow for a systematic investigation and detection of innovative users. We conducted an empirical study in the field of small kitchen appliances in co‐operation with Philips Consumer Lifestyle, a field which lacks some of the typical characteristics that have been emphasized in markets traditionally studied in lead user research. With our research we show that (1) lead userness is fundamentally linked to individual creativity; (2) particularly creativity‐ and domain‐relevant skills (cognitive style, product knowledge and use experience) are related to lead userness; (3) creativity‐relevant skills can be explained by personal characteristics, such as education, gender and openness to experience.     

A Comparison of Creative Behaviours in Online Communities across Cultures

In this study we shed light on the impact of cultural differences on creative processes and innovation creation in online communities. Analysing English‐ and Chinese‐speaking online basketball communities, we investigate how innovations develop in virtual consumer groups and what motives drive members to engage in joint innovation creation. Similarly to findings from creativity research in offline contexts, we find that culture does have an influence on creative processes and expressions. While English‐ and Chinese‐speaking online communities are similar in their high quality and quantity of creative outputs, they differ with regard to innovation patterns and the kinds of emerging innovations. From a practical perspective the findings suggest that companies that aim to collaborate with communities across cultures have to align the interaction with the members' different expectations and routines. Further, what communities consider as creative and innovative may depend on culture.     

Effects of task complexity on individual creativity through knowledge interaction: A comparison of temporary and permanent teams

Using the interactionist’s perspective of creativity, this paper proposes a new research model of creativity manifestation to explore how factors affecting individual creativity depend on team characteristics. We investigated the antecedents of creativity in the literature—task complexity, team member exchange, and knowledge sharing—and then examined the relationships and differences between temporary and permanent teams. To maximize practical implications, we studied two team types like project task force (PTF) and research and development (R&D) teams in the Information and Communication Technology (ICT) industry in Korea, where strong creativity is required for team performance. PTF teams operate with a clear mission to be completed on a deadline, while R&D teams create scientific enhancements for existing products. The proposed structural model was tested empirically with cross-sectional data from 289 professionals from the two team types. Results indicated that, in the case of PTF teams, task complexity had an indirect relationship with individual complexity through knowledge interaction among team members, while for R&D teams, task complexity was directly associated with individual creativity, and indirectly associated with the creativity through team member exchange. Thus, team characteristics must be considered together with task complexity and knowledge interactions in order to achieve team goals more effectively by maximizing each member’s creativity.     

Leader‐Member Exchange (LMX) and innovation: A test of competing hypotheses

In this paper, we address the relation between Leader‐Member Exchange (LMX; the quality of the relationship between leader and subordinate), employee creativity (the generation of novel and useful ideas), and employee innovation (the promotion and implementation of these ideas). In the current set of studies, we test the competing hypotheses that LMX will either have a direct effect on employee innovation, or an indirect effect through employee creativity. In a field study of leader–subordinate dyads (N = 118), we found that LMX had no direct effect on employee innovation, and that employee creativity fully mediated the relationship between LMX and innovation. In a follow‐up two‐wave field study of employees (N = 398), we found that the LMX dimension professional respect predicted innovation through creativity, while the other dimensions did not. The results of this work indicate that research on LMX and innovation requires a multidimensional perspective, and that it may be valuable to differentiate between creativity and innovation.     

Reciprocity vs. Free‐Riding in Innovation Contest Communities

Innovation contest communities are virtual tools for corporations to integrate external knowledge and creativity into the innovation process. Built on both the principle of competition and the advantages of a collaborative community, innovation contest communities constitute special interaction phenomena. The present study explores how different co‐operation behaviours, namely reciprocal giving, initial altruistic giving and free‐riding, influence the quality of participants' ideas on an open virtual contest platform with more than 2,000 members and more than 4,000 submissions. Our findings show that reciprocity and free‐riding are substantial behavioural elements of innovation contest communities leading to different outcomes regarding quality of submitted ideas. With this study, we contribute to a better theoretical understanding of distinctive types of co‐operation and free‐riding among individuals in the context of open innovation, extending theories of the evolution of co‐operation.     

Interview: Paul Paulus on Group Creativity

Paul Paulus is Distinguished Professor of Psychology at the Department of Psychology, University of Texas at Arlington. Paul Paulus's research interests revolve around Group Creativity: On the one hand, creative processes are often conceptualized as individual‐level phenomena. On the other hand, complex problems in innovation management often need the collaboration of various experts to create novel solutions. Interestingly, although common sense suggests that individuals are more creative in a group context, research indicates that this is oftentimes not the case. The question on how to structure creative processes in groups in such a way that groups can actually benefit from their creative potential is therefore crucial. Paul Paulus has spent much of his academic career addressing this intriguing question. He and his research team have discovered many factors that influence group creativity and have been able to demonstrate conditions under which group interaction enhances creativity. For the past eight years he has been working with a multidisciplinary team to better understand the cognitive, neural and social factors that underlie the group creative process (Paulus et al., 2010 ). They are presently funded on a three year project to investigate innovation processes in networks.     

Perception of the Climate for Creativity in the Workplace: the Role of the Level in the Organization and Gender

This paper reports a study conducted to examine differences between employees in managerial and non‐managerial positions, as well as between men and women, in their perception of climate for creativity in the workplace. It was hypothesized that, in general, managers would perceive the climate as more favourable than non‐managers, and this discrepancy should be modulated by gender. The questionnaire used in the study, conceptually grounded in Amabile's empirical and theoretical work on creativity and innovation, was administered to 388 respondents: 229 female and 159 male participants drawn from a wide range of Polish work organizations. The results show that managers perceive the climate as significantly more conducive to creativity than non‐managers do. Female employees perceive the climate less favourably than male employees, although these differences appeared smaller and less frequent as compared to the managers/non‐managers comparisons. Moreover, higher positions of female participants in the organization do not improve their perception of the climate to the same extent as it does in the case of male participants. Implications and areas for future research are explored.     

Organizational Antecedents of Creative Self‐Efficacy

A number of studies have documented a relationship between creative self‐efficacy and creative performance. The main aim of the present study was to investigate organizational factors that may influence such creative self‐efficacy. The examined variables included employees' task type and task autonomy, the quality of relationship between supervisors and subordinates (leader–member exchange [LMX]), as well as perceived levels of collegial support for creativity. The sample included 240 employees in a manufacturing company. The hypotheses were tested using partial least squares analysis. Results showed significant and positive relationships between the study variables and creative self‐efficacy, supporting the hypotheses. Furthermore, the combinations of task autonomy and high‐quality LMX, as well as task autonomy and collegial support for creativity, were positively associated with creative self‐efficacy. The results of this study may give guidance to leaders and consultants who want to enhance the creativity levels of employees through organizational development efforts.     

Teaching self‐regulation strategies via an intelligent tutoring system (TuinLECweb): Effects for low‐skilled comprehenders

The use of documents to perform tasks is a continuous task demand in the current knowledge‐based society that involves making a series of decisions to self‐regulate the use of text information. Low‐skilled comprehenders have serious problems monitoring and self‐regulating their decisions in these task‐oriented reading situations, which has a negative impact on performance and merits instructional interventions in school settings. Intelligent tutoring systems have emerged as effective tools to teach strategic skills. Herein, we present TuinLECweb, an intelligent tutoring system that teaches monitoring and self‐regulation strategies to young adolescents. Study 1 explores whether high‐skilled and low‐skilled comprehenders respond to the intervention with TuinLECweb differently in terms of task‐oriented reading performance and monitoring accuracy of nonsearch decisions. The results show that the intervention with TuinLECweb primarily benefits low‐skilled comprehenders. Study 2 compares the efficacy of TuinLECweb over a classroom intervention for low‐skilled comprehenders. The results reveal that TuinLECweb training improves monitoring accuracy of nonsearch decisions over and above classroom instruction. Both studies also reveal that low‐skilled comprehenders use the strategies learned beyond the time of training. Our results provide arguments in favour of using computer‐assisted programs in strategy instruction.     

The role of creativity in the context of academic entrepreneurship

The aim of this paper is to provide an insight into the role of creativity in the context of academic entrepreneurship. To move beyond prior research, we aim to explain the relationship between academics' perceptions of university departments being entrepreneurially oriented and their engagement in entrepreneurial academic activity by including a third variable, a mediator, namely the individual's creative self‐efficacy. Based on structural equation modelling, the results of this study reveal that it is not enough just to be entrepreneurially oriented for one's university department to engage in entrepreneurial academic activity, but academics have to believe and be confident in their own ability to be creative. Indeed, this study indicates the importance of encouraging creativity and innovation for creative potential to be realized as creative output resulting in the academics' engagement in entrepreneurial activities. Based on our analysis of two samples of academics from two European countries, the research implications are discussed.     

Creativity in non‐routine jobs: The role of transformational leadership and organizational identification

An increasing number of individuals work in jobs with little standardization and repetition, that is, with high levels of job non‐routinization. At the same time, demands for creativity are high, which raises the question of how employees can use job non‐routinization to develop creativity. Acknowledging the importance of social processes for creativity, we propose that transformational leaders raise feelings of organizational identification in followers and that this form of identification then helps individuals to develop creativity in jobs with little routinization. This is because organizational members evaluate and promote those ideas as more creative, which are in line with a shared understanding of creativity within the organization. To investigate these relationships, we calculated a mediated moderation model with 173 leader–follower dyads from China. Results confirm our hypotheses that transformational leadership moderates the relationship between job non‐routinization on employee creativity through organizational identification. We conclude that raising feelings of social identity is a key task for leaders today, especially when working in uncertain and fast developing environments with little repetition and the constant need to develop creative ideas.