The effect of regulatory focus on idea generation and idea evaluation.

2011 ◽  
Vol 5 (1) ◽  
pp. 13-20 ◽  
Author(s):  
Anne Herman ◽  
Roni Reiter-Palmon
Keyword(s):  
Regulatory Focus ◽  
Idea Generation ◽  
Idea Evaluation

Creative Thinking Processes: Managing Innovative Efforts

2019 ◽  
Author(s):  
Michael D. Mumford ◽  
Robert Martin ◽  
Samantha N. Elliott
Keyword(s):  
Problem Solving ◽  
Creative Thinking ◽  
Idea Generation ◽  
Problem Definition ◽  
Conceptual Combination ◽  
Creative Problem Solving ◽  
Implementation Planning ◽  
Adaptive Monitoring ◽  
Creative Problem ◽  
Idea Evaluation

Creative thinking is the basis for innovation in firms. And the need for strategy-relevant innovations has generated a new concern with how people go about solving the kinds of problems that call for creative thought. Although many variables influence people’s ability to provide creative problem solutions, it is assumed the ways in which people work with or process knowledge provides the basis for successful creative problem-solving efforts. Additionally, there has been evidence bearing on the processing activities that contribute to creative problem solving. It is noted that at least eight distinct processing activities are involved in most incidents of creative problem solving: (1) problem definition, (2) information gathering, (3) concept selection, (4) conceptual combination, (5) idea generation, (6) idea evaluation, (7) implementation planning, and (8) adaptive monitoring. There are strategies people employ in effective execution of each of these processes, along with contextual variables that contribute to, or inhibit, effective process execution. Subsequently, there are key variables that operate in the workplace that contribute to, or inhibit, effective execution of these processing operations. These observations, of course, lead to implications for management of innovative efforts in firms.

scholarly journals Female Creativity in Organizations: What is the Impact of Team Composition in Terms of Gender during Ideation Processes?

2018 ◽  
Vol 22 (1) ◽  
pp. 33-43 ◽  
Author(s):  
Guy PARMENTIER ◽  
Séverine LE LOARNE-LEMAIRE ◽  
Mustapha BELKHOUJA
Keyword(s):  
Idea Generation ◽  
Gender Composition ◽  
Team Composition ◽  
Idea Evaluation ◽  
Econometric Analyses ◽  
The Impact

This paper questions the impact of team gender composition on idea generation and idea evaluation? Based on econometric analyses of evaluations of 100 product ideas proposed by 463 students, it shows that ideas supported by teams mostly composed of either males or females are as creative as ideas supported by mixed teams when they are evaluated by experts. When these ideas are evaluated by peers, the ideas supported by mixed teams are perceived as being less creative than ideas supported by teams that are predominantly composed of either males or females.

Facilitating creativity in interdisciplinary design teams using cognitive processes: A review

2018 ◽  
Vol 233 (2) ◽  
pp. 385-394 ◽  
Author(s):  
Roni Reiter-Palmon ◽  
Salvatore Leone
Keyword(s):  
Cognitive Processes ◽  
Idea Generation ◽  
Past Research ◽  
Interdisciplinary Teams ◽  
Design Teams ◽  
Team Creativity ◽  
Team Members ◽  
Problem Construction ◽  
Idea Evaluation ◽  
Functional Teams

Interdisciplinary, or cross-functional, teams have become quite common for engineering and design. Many of today’s scientific breakthroughs occur in interdisciplinary teams, as the increasingly complex problems facing society often cannot be addressed by single disciplines alone. However, fostering creative and productive collaboration in interdisciplinary teams is no easy challenge. First, leading creative teamwork is difficult by itself. Second, many of the factors that impede teams and teamwork in general are exacerbated in interdisciplinary teams as a result of differences between team members. In this paper, we will review the team creativity psychology and management literature, and discuss how cognitive processes that facilitate creativity can be used by engineering and design teams. Specifically, past research has shown problem construction that allows teams to develop a structure to guide solving ambiguous problems. Further, problem construction allows teams to develop a shared understanding of the problem which aids in later processes. While there is significant research on idea generation, results suggest that teams may not be better at this than individuals. In this review, we discuss how idea generation in teams can mitigate some of the issues that lead to this effect. Finally, team research has only recently began to determine what factors influence idea evaluation and selection for implementation.

scholarly journals Harnessing the power of social media for creativity support: A three-pronged approach

2012 ◽  
pp. 174-194 ◽  
Keyword(s):  
Social Media ◽  
Support Systems ◽  
Collective Intelligence ◽  
Idea Generation ◽  
Creativity Support ◽  
Creativity Support Systems ◽  
Idea Evaluation

The article reviews past approaches to creativity support, differentiating between computer centric and human centric approaches. It identifies shortcomings of past creativity support systems, to propose a new three-pronged approach for creativity support through social media. The approach suggests drawing on collective intelligence for need identification, idea generation, and idea evaluation. Focusing on innovation in business, the article demonstrates how knowledge and creativity can be extracted from social media to facilitate all three activities.

Creativity at Work

2016 ◽  
Author(s):  
Kristina Potočnik ◽  
Neil Anderson
Keyword(s):  
Organizational Context ◽  
Idea Generation ◽  
Problem Formulation ◽  
Research Area ◽  
Outcome Variable ◽  
Employee Creativity ◽  
Theoretical Frameworks ◽  
Recent Developments ◽  
Process Perspective ◽  
Idea Evaluation

Creativity at work has long been acknowledged as a source of distinct competitive advantage as organizations seek to harness the ideas and suggestions of their employees. As such, it is not surprising that a considerable amount of research has accrued over the last 30 to 40 years in this field. Most commonly defined as the production of novel and useful ideas, research on creativity at work has focused on identifying different individual as well as contextual factors that shape employee creativity. This research has been driven by many different theoretical frameworks. Some of them focus on creativity as an outcome variable and suggest employee skills, expertise, and intrinsic motivation as the key drivers of employee creativity. The organizational context in terms of support and resources for creativity is also suggested as playing an important role in employee creative output according to these frameworks. Other models have considered creativity more from the process perspective, arguing that creativity involves a set of different stages that lead to creative output. These models focus on different creativity-related behaviors that employees engage in to generate novel and useful ideas, such as problem formulation, preparation or information gathering, idea generation, and idea evaluation. More recent developments in the field suggest that creativity could best be captured as both a process and an outcome of employee endeavors to improve their own work roles, team processes, and outcomes, and as a result, the overall organizational effectiveness. Drawing upon these different frameworks, a considerable amount of research has explored different individual and contextual antecedents of creativity at work. However, although this is a vibrant research area with a potential to contribute significant implications for different stakeholders, including employees, work teams, businesses, and wider societies, much more research is needed to address the complex interplay of various factors at different levels of analyses that impact creativity at work. Also, many questions remain to be answered in terms of how different ways of working, in increasingly global and diverse organizations, influence creativity in the workplace.

Recasting the Door: An Applied Design Thinking Skill Building Exercise

2019 ◽  
Vol 5 (3) ◽  
pp. 218-230
Author(s):  
April J. Spivack
Keyword(s):  
Undergraduate Students ◽  
Design Thinking ◽  
Idea Generation ◽  
Thinking Skill ◽  
Art Installation ◽  
Creative Art ◽  
Creative Problem ◽  
Applied Design ◽  
Idea Evaluation ◽  
Skill Building

Skills in creativity are needed to meet the needs of today’s organizations, and design thinking is a process that one can learn to become more creative. Yet the diminishing exposure to and pursuit of humanities courses, which have traditionally developed these skills, has put pressure on business schools to fill the gap. This experiential learning exercise, Recasting the Door, is directed toward undergraduate students and presents an opportunity for students to develop and practice design thinking and creative problem solving, especially when situated in a course on creativity or innovation. In this exercise, students work in teams to develop a creative art installation that physically transforms the instructor’s office door symbolically or metaphorically to serve a new purpose. Using an open-ended design brief, students use idea generation, idea evaluation, prototyping, and collaboration to develop a human-centered solution. Then they critique their own and other teams’ installations.

Idea selection using innovators and early adopters

2019 ◽  
Vol 22 (4) ◽  
pp. 585-599
Author(s):  
Maria Sääksjärvi ◽  
Katarina Hellén
Keyword(s):  
Design Methodology ◽  
Empirical Studies ◽  
New Products ◽  
Idea Generation ◽  
Mass Market ◽  
Content Type ◽  
Early Adopters ◽  
Nature Study ◽  
Idea Evaluation ◽  
First Time

Purpose Development of new products is important for firm success; however, firms often struggle to identify the best ideas from multiple options. The purpose of this paper is to study how innovators and early adopters can be used for identifying the best ideas, i.e. the ideas that appeal to mass-market customers. Design/methodology/approach Two empirical studies were conducted. Study 1 concerned the development of a symbolic innovation, whereas Study 2 focused on a functional innovation. Each study consisted of two parts: idea generation and idea evaluation. In Study 1 there were 124 idea generators and 248 idea evaluators. In Study 2 there were 104 idea generators and 108 evaluators. Findings Both studies demonstrate that innovators and early adopters are able to predict the ideas that appeal to mass-market customers. Yet, it was also shown that this prediction depends on the nature of the idea. In the case of ideas for products that are predominantly symbolic in nature (Study 1), innovators and early adopters predict the buying intentions of mass-market consumers via the perceived novelty of the idea. In turn, for ideas that are predominantly functional in nature, innovators and early adopters predict the buying intentions of mass-market consumers directly via buying intentions. Originality/value These findings show that innovators and early adopters can be used for selecting the best ideas from a plethora of available options. This is the first time that innovators and early adopters have been empirically demonstrated to hold such a role.

Reflection enhances creativity: Beneficial effects of idea evaluation on idea generation

2016 ◽  
Vol 103 ◽  
pp. 30-37 ◽  
Author(s):  
Ning Hao ◽  
Yixuan Ku ◽  
Meigui Liu ◽  
Yi Hu ◽  
Mark Bodner ◽  
...  
Keyword(s):  
Idea Generation ◽  
Beneficial Effects ◽  
Idea Evaluation
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