| 1. |
- Abecassis-Moedas, Celine, et al.
(author)
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Key resources and internationalization modes of creative knowledge-intensive business services : The case of design consultancies
- 2012
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In: Creativity and Innovation Management. - : Wiley. - 0963-1690 .- 1467-8691. ; 21:3, s. 315-331
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Journal article (peer-reviewed)abstract
- In the knowledge economy, knowledge-intensive business services (KIBS) are a key driver for innovation and competitiveness. The internationalization of these businesses raises challenges given their specificities such as knowledge intensity, the importance of customer interaction and intimacy in service delivery. This paper focuses on design consultancies as a specific type of creative KIBS for which these characteristics are emphasized. The objective of this research is to analyse the resources leveraged by the firms to compete internationally. It is based on 11 case studies of design consultancies located in five different countries (France, Italy, Portugal, Spain and the UK) that were selected for their capacity to perform at the international level for several years. The paper advances three internationalization modes depending on contingent variables and focusing on specific resources that enable international competitiveness: star-based, process-based and glocality-based. In star-based creative KIBS, the individual designer has developed a reputation that attracts customers internationally, operating as a brand. In process-based creative KIBS, the reputation of a collective creative process attracts clients from other countries. In glocality-based creative KIBS, the geographical proximity obtained by opening international offices helps to develop a close understanding of the client through frequent interactions, and also to know the client's market well and to better understand local codes and signs. These modes complement those presented in the existing internationalization literature which takes the peculiarities of creative KIBS into consideration.
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| 2. |
- Agasisti, Tommaso, et al.
(author)
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Evaluating the performance of academic departments: an analysis of research-related output efficiency
- 2012
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In: Research Evaluation. - : Oxford University Press (OUP). - 0958-2029 .- 1471-5449. ; 21:1, s. 2-14
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Journal article (peer-reviewed)abstract
- In this article we investigated whether academic departments do experience a trade-off among different research outputs. More specifically, we define four types of academic research outputs: quantity (publications); quality (citation indexes); research funds obtained through research grants; and applied research funds obtained through external orders. Subsequently, we define a department's performance through the concept of efficiency, namely the ability to maximize academic research output given an amount of inputs (facilities and human resources). Using Data Envelopment Analysis (DEA), we measure efficiency for 69 academic departments (focused on scientific subjects) located in the Lombardy Region (Italy), benefiting from a unique data set containing detailed information on research inputs and outputs. The empirical analysis shows that efficiency rankings change significantly when considering different research-related outputs and thus it highlights different research strategies among the academic departments. These different strategies emerge also considering jointly all four types of outputs: the academic departments focus on different outputs in order to obtain the highest overall efficiency scores. In the last section, policy and managerial implications have been discussed.
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| 3. |
- Ainamo, Antti, et al.
(author)
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Radical circles and visionary innovation: Angry birds and the transformation of video games
- 2021
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In: Creativity and Innovation Management. - : Wiley: 24 months. - 1467-8691 .- 0963-1690. ; 30:3, s. 439-454
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Journal article (peer-reviewed)abstract
- Radical circle is an innovation approach, alternative in comparison to innovation teams and innovation communities, superior to these when detailed managerial guidance is not readily available because of high uncertainty, high ambiguity, or both. Through an empirical case analysis of Angry Birds, the video game, we strengthen earlier radical-circle research findings on how a common sense of malaise with a current situation and dominant visions sometimes a small group of creative individuals meaningfully together, each volunteering to contribute much to change situation and dominant meaningfully vision. We find in this case that radical circles were more fluid in their membership and boundaries than what these earlier studies have found. There was considerable change over time in both the radical circles and visionary innovation. After Angry Birds's launch, a huge and very active brand community ensued, with radical creativity, with innovative community members contributing meaningful new inputs both for free and for global market and industry transformation. We call for further research on why and how line-up changes in radical circles in between times of original visionary innovation and later-phase market and industry transformation may matter. We also call for further research to study in what kinds of situations, why, and how radical circles are a good approach to mobilize extra-organizational volunteers for visionary innovation of new-to-the world products or processes. © 2021 The Authors. Creativity and Innovation Management published by John WileyXX1Sons Ltd.
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| 4. |
- Beck, Susanne, et al.
(author)
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Examining Open Innovation in Science (OIS): what Open Innovation can and cannot offer the science of science
- 2023
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In: Innovation: Organization & Management. - : Taylor & Francis (Routledge): SSH Titles. - 2204-0226 .- 1447-9338. ; 25:3, s. 221-235
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Journal article (peer-reviewed)abstract
- Scholars across disciplines increasingly hear calls for more open and collaborative approaches to scientific research. The concept of Open Innovation in Science (OIS) provides a framework that integrates dispersed research efforts aiming to understand the antecedents, contingencies, and consequences of applying open and collaborative research practices. While the OIS framework has already been taken up by science of science scholars, its conceptual underpinnings require further specification. In this essay, we critically examine the OIS concept and bring to light two key aspects: 1) how OIS builds upon Open Innovation (OI) research by adopting its attention to boundary-crossing knowledge flows and by adapting other concepts developed and researched in OI to the science context, as exemplified by two OIS cases in the area of research funding; 2) how OIS conceptualises knowledge flows across boundaries. While OI typically focuses on well-defined organisational boundaries, we argue that blurry and even invisible boundaries between communities of practice may more strongly constrain flows of knowledge related to openness and collaboration in science. Given the uptake of this concept, this essay brings needed clarity to the meaning of OIS, which has no particular normative orientation towards a close coupling between science and industry. We end by outlining the essay's contributions to OI and the science of science, as well as to science practitioners.
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| 5. |
- Beck, S., et al.
(author)
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The Open Innovation in Science research field: a collaborative conceptualisation approach
- 2022
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In: Industry and Innovation. - : Informa UK Limited. - 1366-2716 .- 1469-8390. ; 29:2, s. 136-185
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Journal article (peer-reviewed)abstract
- Openness and collaboration in scientific research are attracting increasing attention from scholars and practitioners alike. However, a common understanding of these phenomena is hindered by disciplinary boundaries and disconnected research streams. We link dispersed knowledge on Open Innovation, Open Science, and related concepts such as Responsible Research and Innovation by proposing a unifying Open Innovation in Science (OIS) Research Framework. This framework captures the antecedents, contingencies, and consequences of open and collaborative practices along the entire process of generating and disseminating scientific insights and translating them into innovation. Moreover, it elucidates individual-, team-, organisation-, field-, and society-level factors shaping OIS practices. To conceptualise the framework, we employed a collaborative approach involving 47 scholars from multiple disciplines, highlighting both tensions and commonalities between existing approaches. The OIS Research Framework thus serves as a basis for future research, informs policy discussions, and provides guidance to scientists and practitioners.
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| 6. |
- Bellis, Paola, et al.
(author)
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Dialogue for strategy implementation : how framing processes enable the evolution of new opportunities
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In: Journal of Knowledge Management. - 1758-7484 .- 1367-3270.
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Journal article (peer-reviewed)abstract
- Purpose Taking the dialogic organizational development perspective, this study aims to investigate the framing processes when engaging in dialogue for strategy implementation and how these enable the evolution of implementation opportunities. Design/methodology/approach Through a qualitative exploratory study conducted in a large multinational, the authors analyse the dialogue and interactions among 25 dyads when identifying opportunities to contribute to strategy implementation. The data analysis relies on a process-coding approach and linkography, a valuable protocol analysis for identifying recursive interaction schemas in conversations. Findings The authors identify four main framing processes – shaping, unveiling, scattering and shifting – and provide a framework of how these processes affect individuals’ mental models through increasing the tangibility of opportunities or elevating them to new value hierarchies. Research limitations/implications From a theoretical perspective, this study contributes to the strategy implementation and organizational development literature, providing a micro-perspective of how dialogue allows early knowledge structures to emerge and shape the development of opportunities for strategy implementation. Practical implications From a managerial perspective, the authors offer insights to trigger action and change in individuals to contribute to strategy when moving from formulation to implementation. Originality/value Rather than focusing on the structural control view of strategy implementation and the role of the top management team, this study considers strategy implementation as a practice and what it takes for organizational actors who do not take part in strategy formulation to enact and shape opportunities for strategy implementation through constructive dialogue.
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| 7. |
- Bellis, Paola, et al.
(author)
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Pairs as pivots of innovation: how collaborative sensemaking benefits from innovating in twos
- 2021
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In: Innovation: Management, Policy and Practice. - : Taylor & Francis (Routledge). - 2204-0226 .- 1447-9338. ; 23:3, s. 375-399
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Journal article (peer-reviewed)abstract
- Innovation is a collective and collaborative act. Even though ideas germinate in individuals’ minds, they need social interaction to be improved and brought to realisation. Therefore, much attention is now being paid to team collaboration as an organisational essential for innovation. Collaboration facilitates the combining of perspectives, competencies, and resources. However, it has been shown that limits arise when it comes to converging views into a shared perspective and its interpretation. Innovation is not all about pooling competencies and resources but also about immersion and reflection. It is a process of collaborative sensemaking that benefits from intimate and close collaboration. In this paper, we investigate how collaboration between twos, before an idea is shared with a large team, could facilitate the later collaborative sensemaking process through which the larger team must pass in bringing the innovation to reality. Through a laboratory experiment, we prove how collaborating in a close relationship in a pair has a positive impact on collaborative sensemaking in a subsequent collaborative effort in a larger team setting. In particular, we demonstrate how the pair acts as a pivot in the larger team and accelerates the rate of growing perception and understanding of the innovative idea.
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| 8. |
- Bellis, Paola, et al.
(author)
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What kind of intimacy is meaningful to you? How intimate interactions foster individuals' sensemaking of innovation
- 2023
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In: Creativity and Innovation Management. - : Wiley. - 1467-8691 .- 0963-1690. ; 32:3, s. 407-424
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Journal article (peer-reviewed)abstract
- This study examines how intimacy affects individuals' sensemaking of innovation in their organization. Although sensemaking facilitates understanding innovation and envisioning new worldviews, it involves a delicate process of self‐disclosure, reflection, personal contact and communication. Intimacy focuses on time‐bounded interactions that foster individuals' progressive self‐disclosure and perceptions of mutual understanding. Therefore, drawing on intimacy theories, we investigate from a microlevel perspective how temporally bounded intimate interactions foster the meaningfulness of innovation for individuals. As sensemaking processes differ in large‐scale radical and incremental innovations, we examine both contexts in a post hoc analysis. Through a field study, we show that different intimacy dynamics (emotional, cognitive and listening) influence meaningfulness perceptions. In particular, we find that the emotional intimacy dynamics positively influence meaningfulness perceptions in the context of radical innovation initiatives, while the cognitive and listening intimacy dynamics positively influence meaningfulness perceptions in the context of incremental innovation initiatives. This study contributes to the sensemaking innovation literature by introducing intimacy as an enabler of sensemaking. Our study also suggests that managers should encourage moments of intimate interaction when pursuing innovation to facilitate sensemaking of change.
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| 9. |
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| 10. |
- Buganza, Tommaso, et al.
(author)
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Collaborate as a flock in the organization: how selection and synthesis influence knowledge convergence within a complex adaptive system
- 2022
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In: Journal of Knowledge Management. - : Emerald. - 1758-7484 .- 1367-3270. ; 26:11, s. 142-165
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Journal article (peer-reviewed)abstract
- Purpose This study aims to investigate how two collaborative methods - selection and synthesis - influence knowledge convergence when people articulate a new strategic direction driving transformation within the organization. Design/methodology/approach The study is based on a longitudinal field experiment developed in four organizations involving 82 employees over a three-month process. Inspired by dynamics governing flocks as complex adaptive systems, selection and synthesis have been separately used in two sets of companies. Primary and secondary data have been largely collected and analyzed throughout the whole process. Findings This study describes how the two alternative methods differently influenced two kinds of knowledge convergence. While selection triggers a general and static knowledge convergence and the propagation of individual knowledge over time, synthesis fosters a local and dynamic knowledge convergence where individuals tend to propagate knowledge generated collectively. Research limitations/implications This research offers insights into understanding the influence of alternative collaborative methods on the creation and propagation of knowledge when people are converging toward a new strategic direction. From a theoretical perspective, it contributes to complex adaptive system theory, highlighting the role of knowledge convergence and emergence through collaboration. Practical implications This research offers insights to managers who deal with the complexity of the engagement of different stakeholders during collaborative processes, offering some actionable takeaways to foster knowledge convergence by alternatively employing selection and synthesis. Originality/value This paper contributes to the management and social information processing literature emphasizing the role of knowledge convergence emerging from the complex interactions among multiple stakeholders.
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