NLP: Managing a Creative Revolution

Neuro-Linguistic Programming (NLP) is a technology for personal excellence based on research investigation. The process involves sensitivity to effective behaviours, and the development of those behaviours. Some presuppositions of NLP are examined, together with practical components and evidence of its effectiveness. The author explains NLP, drawing on organisational experiences.     

The Two Instructional Faces of the Web

Abstract

The World Wide Web represents the final step in the evolution of the Internet as a tool worthy for practical applications in instruction. Two particular applications for the Web are discussed in light of projects which have been undertaken in the Helen Topping Architecture and Fine Arts Library at the University of Southern California. First, the World Wide Web may be used as a resource in the library. The Web is a source of content which, like all library resources, must be taught. It should be presented to users along with the same information literacy skills which must accompany any resource. Second, the Web may be used as a publishing tool where the content is created according to the particular instructional need or situation. This usage involves the technology of the Web rather than the content of the Web; this technology is the interface and access capabilities, either local or on a server, provided by the Web browser.     

两副面孔:网通开展中小企业信息化业务的两种策略

中国电信和中国网通都是固网运营商,同样面临着固定业务增长乏力、移动分流的困境,因此转型的愿望都十分强烈,中小企业信息化成为这两家运营商转型的一个落脚点。相比较中国电信而言,中国网通显得有些谨慎。也正因为这个原因,人们看到了网通在开展中小企业信息化业务时候的“两副面孔”。这两副面孔,经常混杂着出现在各种舆论媒体之间。本文希望通过对这两副面孔的初步分析,得出一些有益的结论。谨慎的面孔中国网通明确提出针对中小企业的信息化业务始于2005年6月15日。从这一天开始,到当年的8月9日,网通先后在北京、上海、重庆、沈阳、青岛…     

Managing Distributed Innovation: Strategic Utilization of Open and User Innovation

Research from a variety of perspectives has argued that innovation no longer takes place within a single organization, but rather is distributed across multiple stakeholders in a value network. Here we contrast the vertically integrated innovation model to open innovation, user innovation, as well as other distributed processes (cumulative innovation, communities or social production, and co‐creation), while we also discuss open source software and crowdsourcing as applications of the perspectives. We consider differences in the nature of distributed innovation, as well as its origins and its effects. From this, we contrast the predictions of the perspectives on the sources, motivation and value appropriation of external innovation, and thereby provide a framework for the strategic management of distributed innovation.     

Managing Collaborative Quality: A Challenging Innovation

This paper investigates the theoretical challenges involved in developing an administrative innovation: managing collaborative quality. The emergence of new collaborative organizational forms has left managers in a quandary: how can they manage quality where several organizations come together to produce a product or deliver a service? In the past most quality definitions and techniques focused exclusively on intra-organizational quality. In strategic alliances, networks, project organizations and other collaborative arrangements, such an intra-organizational focus leads to severe limitations. This paper shows how the current status of collaboration and quality research poses serious challenges for companies that want to develop innovative approaches to managing collaborative quality.     

Innovation in the Application of Digital Tools for Managing Uncertainty: The Case of UK Independent Film

This research investigates innovation in how film producers use social digital tools to engage consumers, reduce demand uncertainty and respond to the challenge of digital disruption that affects the traditional film value chain. Through three empirical case studies of film production and exploitation, we examine examples of innovation in product, service, distribution, marketing and process, each having important implications at the organizational level. Our findings show that innovations in one area have important implications for other areas, distribution impacting on concepts of product and service, for example. We also show that internal firm micro‐process dynamics impact directly on external interactions between the firm, consumers en masse and partner firms. Our research thus lies at the nexus of innovation, social media and uncertainty management, and questions the boundaries found in innovation ‘types’ or dominant taxonomies in traditional R&D frames.     

Managing Uncertainty in Creative Industries: Lessons from Jerry Springer the Opera

This article considers the impact of uncertainty on entrepreneurial performance in the UK theatre industry. The article identifies and evaluates the major determinants of demand uncertainty –audience composition, critical acclaim and media coverage– whose management is key to entrepreneurial success. An in‐depth historical case study of the controversial production, Jerry Springer the Opera, analyses the evolution of these three distinct sources of uncertainty and illustrates that they should not be treated in isolation since they interact in complex ways which change with time. The case study shows how the entrepreneurs involved used a multi‐staged production process as a strategy to market test their product and to distribute their risks across agents and over time. The article therefore considers what contributed to both the successes and failures of these entrepreneurs as well as highlighting important strategic lessons for managing uncertainty in creative industries.     

From Creative Ideas to Innovation Performance: The Role of Assessment Criteria

This article aims to make idea screening studies even more relevant to innovation management by coupling a set of assessment criteria so that they can be used for identifying early product ideas with innovation potential. We develop a framework, which integrates the complementary theoretical perspectives from the creativity and innovation literatures. The approach draws novelty and usefulness insights from the creativity literature and combines these with novelty and market potential insights from the innovation literature. The resulting framework encompasses novelty of a product idea and its usefulness to the intended recipients, but with a distinct focus on the value to the firm that can be created through market potential. This set of criteria makes it possible to couple creative ideas for new products directly to potential innovation performance. For the study, industry and market experts made assessments of 106 student‐generated projects; these assessments underline the distinctiveness of the three criteria and support the value of each criterion's independent role in assessing the innovation potential. Two student project cases particularly shed light on the relevance of each criterion and on its unique relationship within the framework.     

Managing Uncertainty in Innovation: The Applicability of Both Real Options and Path Dependency Theory

A debate exists on the applicability of real options theory versus path dependency to managing innovation. However, this debate is nascent in terms of empirical studies on what managers actually do in managing innovative opportunities. The value of each perspective is explored by utilizing empirical data from case studies of biopharmaceutical companies to develop grounded theory and a better understanding of the use of options theory and path dependent models in managing innovation. The empirical data suggest that not all of the arguments of the theoretical discourse may be relevant for particular cases and in fact may be the opposite of what is presupposed.     

Managing Open Innovation: Exploring Challenges at the Interfaces of an Open Innovation Arena

Collaborating with peers to gain access to knowledge is an attractive alternative for organizations keen to improve their innovativeness, and the rising popularity of open innovation has resulted in the emergence of new actors in the innovation process. Previous research focuses mainly on the firms that collaborate with these actors. This paper adopts the perspective of an open innovation actor and the managerial challenges involved. It is based on a case study of SAFER, a Swedish traffic and vehicle safety research unit with 22 collaborating partners. The unit, which is here called an open innovation arena, differs from an intermediary in that it both enables open innovation within a specific field of expertise and envisages itself as a key player in that same field. The case study reveals three types of challenges for the management of an open innovation arena: challenges that arise at the interface with partner organizations, challenges related to collaboration between the partners, and challenges related to the arena itself.     

Exploring the Tension between Clarity and Ambiguity in Goal Setting for Innovation

In this article we analyse the role of goal setting for innovation in an R&D context. The literature on goal setting for innovation is inconclusive; some scholars claim that goals should be ambiguous in order to inspire novel ideas, but others claim that clear project goals are important in order to undertake innovation projects in an efficient manner. We aim to explain this inconsistency by taking a more fine‐grained view of innovation where we study goal setting in relation to exploratory aspects such as idea generation separately from exploitatory aspects such as idea implementation. The results from an empirical survey study in the R&D department of an automotive company reveal that a general ambition to be innovative is positively related to all phases of innovation, but the effects of clear project goals are more complex. We found that idea novelty increases under conditions of either high or low levels of goal clarity, whereas mid‐range levels of goal clarity are related to fewer novel ideas. These findings inform existing knowledge about goal setting and innovation, and in particular challenge the body of literature showing that only high levels of ambiguity in goal setting are a fruitful means for innovation.     

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.     

Team Polarity and Creative Performance in Innovation Teams

Creativity is essential for research and development efforts. Research and development endavours are typically organized in teams. Unfortunately, little is known about how the polarity or in other words the conflict potential determines the creativity of such teams. Based on a sample of 51 research and development teams (R&D teams), this study examines the effects of polarity on team creativity and attemps to explore situational conditions when conflict potential is detrimental or facilitating R&D team creativity. The results show that foremost in the conceptualization phase of R&D efforts polarity positively influences the creative performance of R&D teams, whereas at lower degrees of complexity or in situations later in the development cycle polarity negatively impacts the creative performance of R&D teams.     

Managing Sustainable Innovation with a User Community Toolkit: The Case of the Video Game Trackmania

Today, innovating with a user community seems an effective strategy for developing a firm's innovation capacity. However, short‐term benefits from this collaboration are no longer sufficient, and firms are now looking to develop a sustainable relationship with users, to maintain sustainable innovation. This study furthers our understanding of the way in which a user toolkit connected to a community serves to manage innovation of an existing product or service. The literature provides a limited understanding of the role of a user toolkit in the management of a sustainable innovation approach in firms. The research is based on a longitudinal case study of the video game Trackmania, which has an integrated toolkit connected to a large and active user community. Results confirm the crucial role of the toolkit in the construction, control and maintenance of a sustainable innovative approach with a user community. From the innovation perspective, the toolkit can be considered as a means of managing the boundary between the firm and the user community, because it enables the community to structure itself as a multi‐sided platform, where all categories of users participate in value creation. Finally, we identify four modalities for managing sustainable innovation with a user community toolkit.     

Creating Innovatory Climates: R&D Scientists in High-Technology Organisations

This paper details a study of over 400 R&D scientists in 10 technology-based organisations. There were two objectives, first, to establish whether employees differentiated between organisation according to their reputations for a commitment to scientific research. Secondly, to identify the factors which ‘determined’ a good or bad reputation. The results indicate that an innovatory climate is the main determinant of an R&D Department's reputation. That is, the extent to which R&D employees believe their organisation is a good place in which to practice science is dependent upon whether or not they are encouraged to be creative and innovatory. Job satisfaction was also strongly linked to a good reputation and it is argued that this confirms the importance of an innovatory climate for R&D scientists.     

Spaces for Creativity and Innovation in Two Established Organizations

Organizational work environments are increasingly strategically designed to support creativity and innovation processes, although a consistent theoretical frame for such an endeavour has not been developed yet. Creativity‐ and innovation‐oriented design of work environments requires an understanding of the principles of the underlying processes and their spatial implications. Both creativity and innovation processes are complex and display in different phases convergent and divergent characteristics. The processes are dependent on both individual and group effort. In this article these dimensions are discussed from a theoretical perspective and are used for evaluating the two cases presented here. The first case, the Interactive Creativity Landscape as integral part of the Fraunhofer Office Innovation Center in Germany has been designed interpreting the convergent and divergent phases of creative processes. The second case, the Learning Garden of a Scandinavian financial institution has been designed having de Bono's procedure in mind. The article concludes with the suggestion that increasingly organizations will offer diversity for spatially supporting creativity and innovation processes; solutions will be manifold but will follow certain principles – some of which are discussed here.     

The Many Faces of Simulation

The meaning of computer simulation, like beauty, rests in the eyes of the beholder. To the practitioner of econometrics, a model may be a complex algorithm, and he will simulate the prosperity (or poverty) of municipalities, states, and nations on the basis of the different values of the variables. Others have defined simulation as "the development and use of models to aid in the evaluation of ideas and the study of dynamic systems or situations."¹The first paper in this issue will provide another definition. Obviously, more definitions could be quoted, but of one thing we can be certain: simulation provides a laboratory in which we can test proposals without subjecting ourselves to the penalties of trial in the real world. These penalties, in cost and time, have provided the motivation for developing the art of simulation.     

Creative Leaders: A Decade of Contributions from Creativity and Innovation Management Journal

Articles published in Creativity and Innovation Management volumes 1–9 (1991–2000) have been examined for their contributions to understanding of leadership as a process contributing to creativity and innovation. The study reveals nine overlapping themes, within each of which leadership plays a part in the production of creative insights or innovative productivity. However, for many authors, leadership remains an implicit factor within their models of change. We suggest that leadership, creativity and innovation are knowledge systems which can be more closely integrated for improved theory and practice within communities of practice.     

Authority and Managing Innovation: A Typology of Product Development Teams and Communities

Understanding the conditions under which organizational groups operate is basic for successfully managing innovation. The goal of this article is to provide a typology for distinguishing different forms of communities and teams that promote innovation. Existing typologies are incomplete because they neither look at procedural and institutional authority simultaneously, nor include all kinds of groups used for progressing innovation. This article pays particular attention to two key variables that impact productivity, namely the relationship of groups to institutional and procedural authority. Four groups, autonomous and functional teams and communities of practice and epistemic communities, are linked to the two dimensions. Accordingly, the article provides a conceptual framework for understanding how various groups function and manage themselves in subtle, different ways. By choosing various innovation groups for different purposes, firms can respond to change and create a competitive advantage. Intervention strategies that help to achieve successful innovation outcomes of groups are discussed. Finally, the article suggests further research areas.