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Interest has burgeoned, in recent years, in how social networks influence individual creativity and innovation. From both the theoretical and empirical points of view, this increased attention has generated many inconsistencies.
In this article we propose that a conceptualization of the idea journey encompassing phases that the literature has so f...
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... That is, during idea evaluation, assessors aim to understand the idea. Idea evaluation is considered a crucial step in the idea journey, because novel ideas are of little use if they are not recognized as such (Perry-Smith and Mannucci, 2017). Such evaluation needs to then be translated into a decision, in which assessors act upon their initial recognition of the idea and decide whether to select it or not. ...
... These include among others: personal managerial shortcomings and interests that impair decision-making; taxes that are nonlinear that tend to reduce the value of organizations; the ijbm.ccsenet.org International Journal of Business and Management Vol. 12, No. 12;2017 cost of financial distress; market deficiencies; operational weaknesses (Santomero & Babbel, 1997). Therefore any enterprise risk management strategy must overcome some of these risks and yield some benefit to the stakeholder. ...
... International Journal of Business and Management Vol. 12, No. 12;2017 in risk management different from past practices such that it involves all functional areas of management. ...
... International Journal of Business and Management Vol. 12, No. 12;2017 financial and non-financial parameters (Kaplan & Norton, 2008) ...
This study intended to determine the moderating effect of Innovation on the relationship between Enterprise risk Management Strategies (ERMS) and performance. The context of the study was the Christian-based hospitality businesses in Kenya. Indicators of performance were both financial and non-financial and data was sought both from primary and secondary sources. The Null hypothesis was formulated for testing the relationship using a significance p-value of p<0.05. The study adopted a positivistic philosophy using descriptive cross-sectional survey design on a population of 76 Christian-based hospitality businesses in Kenya which are unlisted. A 65.8 % response rate was achieved. This concludes that innovationsadopted by Christian Hospitality Sector in Kenya have a significant moderating effect on the relationship between enterprise risk managementstrategies and performance. The results implies that for the Christian-Based Hospitality Businesses in Kenya to improve performance effective enterprise risk management strategies must combine with effective innovative practices in order to perform well.
... This necessitates the following of a flexible thought and application process in-line with the altering circumstances. The innovation must flow among the various agents of the organization for their sharing of a common goal as well as effective execution (Perry-Smith & Mannucci, 2017). ...
Innovation strategies significantly contribute to the enhancement of organizational competitive advantage. Talent management is considered as a stimulator improving the organization performance. The purpose of the study is to evaluate the effect of competitive innovative strategy on organizational effectiveness in relation to talent management. The quantitative design is applied using a questionnaire-based survey. A total of 279 participants were recruited for collecting data which was analyzed using SPSS. Descriptive and inferential statistics were computed along with chi-square. The results have shown a significant and positive effect of process innovation, retention, and attraction on organizational effectiveness. In addition, the study has found a positive and significant moderating role of retention, engagement, and attraction on process innovation and organizational effectiveness. However, the study fails to find any significant effect of engagement on organizational performance, competitive advantage, and total positioning. In order to improve organization competitive edge, the study recommends investing in the talent management and development for enriching its intellectual capital, which serves as a great asset for competitive advantage.
... Innovation starts from creative ideas, but not all creative ideas will turn into successful innovation that is being adopted and used by others, and it takes multiple steps to develop a creative idea into a successful innovation (Anderson et al., 2014;Baer, 2012;Fleming et al., 2007;Lavie et al., 2012;Obstfeld, 2005;West, 2002). The prior literature has categorized various steps in the creative process (Csikszentmihalyi, 1997;Perry-Smith et al., 2017). One important separation is between an initial production stage where a creative idea is being generated and a latter diffusion stage where a creative idea is being adopted and used by others (Fleming et al., 2007;Lee et al., 2015;Wang, 2016). ...
... The above argument about willingness suggests that the more emotional attachment involved between focal actors and their contacts, the contacts are more likely to spend time and effort to make creative ideas work and be useful. Third, shared vision and understanding play an important role in the process of ideas implementation (Perry-Smith et al., 2017). During this phase, a shared understanding can reduce the potential resistance. ...
This paper examines how the collaboration network structure of an innovation site influences the adoption and future use of its innovations. We explore the effects of tie strength and network cohesion, with a particular focus on the moderating role of innovation radicalness. While prior research emphasizes the benefits of strong ties and network cohesion for idea transfer—due to increased trust, information exchange, and reciprocity—we argue that these effects are contingent on the innovation’s radicalness. Specifically, we suggest that these effects hold for incremental innovations but may become negative for radical innovations, as the impact of radical innovations may not align with reciprocity norms and could be sanctioned by the network. Additionally, the lack of information diversity may hinder the identification of new applications for radical innovations. Our empirical analysis is based on a dataset of 93 of the most innovative U.S. pharmaceutical and biotechnology companies, with 16,011 unique sites observed from 2001 to 2013. This results in a panel dataset with 19,343 site-time observations, using 3-year rolling windows. Our findings support our hypotheses, contributing to the literature on social networks, creativity, and innovation. We show that different types of innovations require different network conditions for diffusion, and that reciprocity norms can be burdensome, particularly for radical innovations. We also demonstrate that non-redundant information is crucial not only for generating novel ideas but also for identifying new applications for radical innovations. The findings have implications for innovation management, particularly at geographically dispersed sites.
... Given that individual innovation is frequently the result of novel combinations of different perspectives and approaches those individuals are exposed to via social interactions, facilitating individual innovation from the perspective of social networks has become a significant area of innovation research (Chen, Chang, and Hung 2008;Tang, Zhang, and Naumann 2017). To date, previous research has predominantly taken a static perspective in determining which optimal network structure an employee should cultivate to enhance their creativity (Baer 2010;Ozer and Zhang 2022) or innovation outcomes (Singh et al. 2016;Soda, Stea, and Pedersen 2019), ignoring the dynamics between social networks and individual innovation, that is, different network structures may be necessary at distinct phases of individual innovation (Carnabuci and Diószegi 2015;Perry-Smith and Mannucci 2017;Li et al. 2018;Berg and Yu 2021). ...
... Although these two phases are closely related, they are distinct activities (Blank and Naveh 2021). Idea generation emphasizes the creation of novel and useful ideas, which links more to the creation of novelty (Amabile 1996), while idea implementation highlights the process of converting ideas into real products or procedures, which relates more to value creation (Perry-Smith and Mannucci 2017). As these two innovation activities have distinct resource requirements, a network structure that provides specific resources favorable to idea generation may impede the implementation of ideas (Carnabuci and Diószegi 2015). ...
... However, it may hinder idea implementation because this phase requires more internal support and coordinated action than the previous one (Kijkuit and Van Den Ende 2007). Consequently, employing a static approach to answer the question of "which network structure is most conducive to individual innovation" does not guarantee that initial creative ideas can be transformed into final innovation outcomes (Perry-Smith and Mannucci 2017;He et al. 2020;Mannucci and Perry-Smith 2022). To solve this problem, it is essential to explore how different network structures can affect various phases in the innovation process instead of assuming there is one optimal network structure that fits all phases. ...
Pursuing successful innovation poses a significant challenge for employees, as generating creative ideas does not guarantee final innovation outcomes (i.e., products). To enrich our understanding of the critical factors that contribute to the success of transforming creative ideas into innovation outcomes, drawing on the social network perspective and configuration theory, we utilize the fuzzy‐set qualitative comparative analysis (fsQCA) approach to identify how different social network tie configurations facilitate various stages of individual innovation, including idea generation and idea implementation. Through a survey of 216 R&D employees in China, we have identified four pathways with distinct configurations that promote high levels of idea generation and three pathways that facilitate high levels of idea implementation. This work contributes to developing a configurational strategy for facilitating individual innovation from the perspective of social network ties, thus shedding light on how employees might successfully traverse different stages of the innovation journey.
... Employees who are centrally positioned within networks can mobilize and integrate resources from various sources [36]. Consequently, network embeddedness is a critical factor allowing returnees to adapt to social networks, acquire innovative information, expand relationship resources, and ultimately enhance this creative self-efficacy [37]. On one hand, strong relational embeddedness benefits individuals in networked environments by facilitating behaviors that complement multiple agents, thereby strengthening connections beyond organizational boundaries [38]. ...
The trends of international competition and cooperation have amplified the influence of returnees’ innovative behaviors on technology and knowledge transfer. However, the scarcity of local network resources and challenges in cross-cultural adaptation hinder their effectiveness in innovation activities. Based on network embeddedness theory and social cognitive theory, this study examines how and when network embeddedness enhances the innovative behavior of returnees. Data were collected from 306 employees in mainland China who had experience studying, working, or residing abroad. The findings reveal that network embeddedness positively influenced returnees’ innovative behavior by enhancing their creative self-efficacy, with the organizational innovation climate further amplifying this effect. This study provides insights into how individual-level network factors impact returnees’ innovative behavior, highlighting the unique contributions returnees make to social networks. Furthermore, the organizational innovation climate is shown to enhance the innovative capabilities of returnees and reinforce their roles in driving corporate technological innovation and competitiveness.
... During solution realization, an idea or set of solutions is turned into something more tangible-a product, service, process, or strategy (Garud et al., 2013;Perry-Smith & Mannucci, 2017). We found evidence from a small set of studies, particularly in decision sciences, strategic management, and innovation that developing problem representations may facilitate solution realization via all three types of mechanisms (e.g., Mitroff & Emshoff, 1979;Schulze & Brusoni, 2022). ...
Organizational research has long suggested that when working with problems that are complex and ill-defined it is imperative for organizational members to understand and represent these problems in order to effectively address them. However, research on the topic has remained fragmented across different organizational literatures resulting in the development and persistence of ambiguities in our understanding of the activities that compose the process of developing problem representations, the temporal patterns through which they unfold, and the associated mechanisms and outcomes. In this paper, we review and synthesize research across seven different literatures—all of which examine different organizational contexts that involve complex and ill-defined problems—and offer a framework that integrates research across these different literatures. Our framework delineates the different activities constituting the process of developing problem representations, provides insights about different approaches to developing problem representations, elaborates our understanding of the mechanisms associated with the process, and broadens our understanding of the different outcomes of the process. In so doing, our review and framework not only offer clarity and coherence on the topic but also highlight new opportunities for theoretical and methodological advancements.
... Design innovation is one of the core competitiveness of the corresponding field, which can promote the development of the industry and serve social and economic development [4][5][6]. Whether it is the exploration of innovation methodology, the enhancement of innovation application, or the difficult process of facing innovation challenges, designers need to dare to break through the existing framework and way of thinking and discover new ideas, new technologies, and new processes hidden in design [7][8][9][10]. Innovation is the unchanging pursuit of designers, and it is also the energy that we constantly promote the progress and development of the design field [11][12]. ...
... Peng Zhao and Lu Shen. Applied Mathematics and Nonlinear Sciences, 9(1) (2024)[1][2][3][4][5][6][7][8][9][10][11][12][13][14][15][16][17][18][19] ...
AIGC has attracted much attention in the application of art and design professional fields and has gradually become an important auxiliary tool for art and design professionals creation. This paper utilizes AIGC as a starting point for design creativity and develops a text-guided image generation model based on AIGC, which employs a semantically consistent generative adversarial network. We compare different model indexes across different datasets to evaluate the image generation effect of the constructed model. Subsequently, we summarize and optimize the intelligent, creative workflow. Based on this workflow and the image generation model, we generate a series of images as an example of a cosmetic package. We then analyze the audience’s acceptance of these intelligently generated images through a questionnaire survey, thereby exploring the impact of AIGC-driven design and innovation. The GAN-SC model outperforms the comparison algorithms in various datasets, achieving an IS value higher than AttnGAN and DFGAN by 17.7% and 2.7%, respectively, and reducing the FID metrics by 29.43% and 19.6%, respectively. The acceptance rate of the AIGC-based design solution surpasses that of the traditional solution by 4.9%, and it excels across all design dimensions, showcasing the effectiveness of AIGC-driven design innovation.
... According to the literature (see Zhou & Rouse, 2021), two main theoretical models that have guided the area of OC, those of Teresa Amabile (1988Amabile ( , 1996 and Richard Woodman, John E. Sawyer, and Ricky W. Griffin (1993). However, many other theoretical frameworks have been produced over the last thirty years (see Ford, 1996, Drazin, Glynn & Kazanjian, 1999Unsworth, 2001;Perry-Smith & Shalley, 2003;Zhou, 2006;Bledow, Frese, Anderson, Erez & Farr 2009;Perry-Smith & Mannucci, 2017). ...
This thesis addresses the conceptualisation of creativity within organisation studies. It contributes to practice-based processual approaches to organisational creativity (OC), a recent stream of literature that emphasises the temporal progression of activities as the basis of understanding the creative phenomenon from a practice-based perspective. To this end, the thesis explores professional practices in a theatre; an exciting field where the materiality of human and non-human bodies matter, and meanings and contents are negotiated in a complex creation process based on specific professional practices.
The thesis contributes to practice-based processual OC by mobilising the epistemology of practice as a theoretical framework for reconfiguring organisational creativity in practice. The epistemology of practice provides a frame for considering the processual, collective and material dimensions of OC. I show how creativity is a complex and multifaceted phenomenon where knowledge, power, performance and sociomaterial dimensions intersect in practice, to stimulate and produce creative emergence.
To deepen the analysis of the creative practices, I enrich the epistemology of practice with analytical concepts from the perspective of distributed cognition and Actor-Network Theory. In conversation with the epistemology of practice, these traditions deepen the distributed and sociomaterial dimensions of organisational creativity, offering additional tools for a more nuanced analysis of the phenomenon. This suggests going beyond the conceptualisation of creativity as the solving of a problem, and interpreting it instead as variant composition practices where relationships are tested, and chains of mediations are produced that generate innovative outcomes.
This dissertation is organised by way of an introduction and three publications that considered the same empirical case about the production of a theatre show for children, entitled “Ruote Rosa”. The production was written and directed by myself, and the empirical investigations were undertaken as a collaborative ethnography by myself and my co-author for the resultant publications.
Research findings demonstrate how the epistemology of practice, with distributed cognition and creativity, and ANT, expand the knowledge of practice-based processual OC, explaining it as a complex multidimensional phenomenon, where different elements meet in practice and give birth to creative emergence. The practical, tacit, sensible professional knowledge of the participants, the power dimension, the sociomateriality and the common orientation of the practice (object of practice), play together and intersect in the creative flow, stimulating and orienting the creative emergence. The thesis documents, and explains, how the dimensions follow each other in a chain of relations that move the process toward something shared and stable; the production of an artifact that, in this case, was a theatre show.
... While we did find preliminary support for our findings in a field study (Pilot Study 2), this study was based on a small sample of individuals. Future research should therefore conduct more robust field studies to assess whether our findings replicate in the field, and also assess whether there are differences across fields based on the type of creative work (Harrison, Rouse, Fisher, & Amabile, 2022) or the phase of the idea journey (Perry-Smith & Mannucci, 2017). ...
This article examines gender differences in social network brokerage. We theorize that whether women brokers experience social identity threat with downstream consequences for their creative performance depends on whether they use a separation (intermediating between network members) or a joining (bringing disconnected network members together) approach. Using a survey (Study 1), a pilot field study and an experiment (Study 2), and another experiment (Study 3), we demonstrate the following, respectively: (1) there are stereotypes favoring men in separation brokerage and stereotypes favoring women in joining brokerage; (2) women (vs. men) who take a separation approach to brokerage experience reduced creative self-efficacy, whereas no gender difference emerges among individuals who undertake a joining approach; and (3) women (vs. men) experience greater social identity threat when undertaking separation brokerage, with fear of backlash mediating the link between gender, creative self-efficacy and creative performance, whereas no gender difference emerges among individuals who undertake a joining approach to brokerage.
