Session 255

Processes for Innovation and Ideation

Track I

Date: Tuesday, October 6, 2015

Track H

Time: 08:00 – 09:15

Paper

Room: Director's Row J


Session Chair:

  • Emre Karali, Erasmus University Rotterdam

Title: Coopetition and Ideation Quality, Quantity, and Efficiency: Evidence from Two Complementary Experiments

Authors

  • Magnus Bergendahl, KTH Royal Institute of Technology
  • Giulio Ferrigno, University of Catania
  • Mats Magnusson, KTH Royal Institute of Technology

Abstract: This paper tests whether the coexistence of competitive and cooperative behaviours, i.e. coopetition, leads individuals to generate more ideas, better ideas, and more efficient ideas. Based on the results from a purpose-made experiment with 104 students and employees, we argue that coopetition drives individuals to create good ideas in a more efficient manner compared to cooperation or individual competition. Analyses of variance and regression models reveal idea quality to be connected with coopetition levels and that the quantity of ideas generated in coopetitive situations is high. Using the knowledge-based view of the overall idea generation process, it is proposed that the coexistence of competition and cooperation among individuals enhances idea generation efficiency and more prolifically enables the generation of new and potentially applicable knowledge.

Title: Design for Innovation: The Influence of Design Methods and Processes on Idea Generation and Selection

Authors

  • Linda Mitrojorgji, ESC Rennes School of Business
  • Fabio Fonti, ESC Rennes School of Business
  • Yancy Vaillant, ESC Rennes School of Business

Abstract: In this paper we expand the boundaries of innovation research by incorporating insights coming from the design literature. We do so by theoretically arguing and empirically investigating the role of design methods and processes for idea development, and more specifically for the idea generation and idea selection phases of innovation. Drawing on the design and idea development literatures, we identify four different design methods and processes – needfinding, brainstorming, prototyping, and reflexivity – and theorize about their role and impact on these two idea development phases. We test our model in a mixed-method study using longitudinal data from two independent samples of students engaged in innovation activities at a major French business school – a three-month long innovation challenge and an entrepreneurship graduate class focusing on innovation.

Title: Innovating Through Problem-solving Without Problem Formulation: Evidence from Drug Repositioning

Authors

  • Burcu Kucukkeles, ETH Zurich
  • Shiko M. Ben-Menahem, Swiss Federal Institute of Technology Zurich

Abstract: Drawing from an archival analysis of four drug discoveries, this paper develops theory on dominant logics of problem solving in innovation. We challenge an implicit assumption in problem solving literature that for innovations to transpire, organizations must formulate problems prior to solving them. Our analysis reveals that many drug discoveries result from an alternative dominant logic of problem solving without problem formulation. By exploring this logic of problem solving in the context of innovation in the pharmaceutical industry, we develop theory on the demands for problem solving in innovation, and discuss implications for radical and incremental innovation. We contribute to literature on the intersection of problem solving and innovation, and provide an in-depth account of an increasingly dominant source of revenue in the pharmaceutical industry.

Title: Routines or Dynamic Capabilities? On Unraveling the Change and Innovation Process through Reconfiguration Capabilities

Authors

  • Emre Karali, Erasmus University Rotterdam

Abstract: For years, scholars have attempted to explain what factors lead to innovative results. Whereas the discussion around routines has been ongoing for years already, only recently they have been acknowledged as being able to lead to change, rather than leading to merely inertia and stability. However, the relationship between routines and innovation has received only little attention and has yet to be analyzed. The authors argue that routines as with affecting change, routines affect innovativeness positively in isolation, but in the end fail to be of significant importance when looked at in conjunction with dynamic capabilities.

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 276: K&I Sunday Panel: Big Data & Analytics in Strategy
Sun: 09:45 – 11:00
Session 277: K&I Foundations Session: A Conversation with Dan Levinthal
Sun: 11:15 – 12:30
Session 278: K&I Sunday Panel: Knowledge and Innovation in models of Business Models
Sun: 16:15 – 17:30
Session 104: Resource Allocation and Innovation
Session 261: Knowledge Creation and Sharing in Virtual Communities
Sun: 17:45 – 00:00
Session 317: Knowledge and Innovation Business Meeting
Mon: 08:00 – 09:15
Session 62: Multi-level perspectives on capability development
Session 105: Sourcing Strategies for Knowledge
Session 256: Innovation and the Strategy-Performance Relationship
Mon: 11:15 – 12:30
Session 203: Post Acquisition Learning
Session 204: Acquiring human capital: Process and outcomes
Mon: 13:45 – 15:00
Session 107: Evolving Industries, Evolving Products
Session 205: Knowledge Recombination and Interdependencies
Mon: 16:45 – 18:00
Session 100: Innovation Management in Networks, Ecosystems, and Innovation Hubs
Session 200: Strategic Leadership, Learning, and Exploration
Tue: 08:00 – 09:15
Session 136: Innovating and Learning in Collaborative Alliances
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 101: Strategic Patenting
Session 137: Entrepreneurial Experience and Cognition: Implications for Venture Performance
Tue: 14:15 – 15:30
Session 198: Emerging Market Strategies
Session 206: Knowledge Replication, Transfer and Absorption
Tue: 15:45 – 17:00
Session 17: Human Capital and Entrepreneurship
Session 108: Open Innovation: Antecedents and Performance Effects
Session 262: Pioneering Knowledge
Tue: 17:30 – 18:45
Session 60: Blurring the Boundaries of Strategy Work
Session 202: Team Dynamics and Creativity
Session 271: Spinouts

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 22: On Boxes, Arrows and Multiple Case Studies
Sun: 09:45 – 11:00
Session 23: Simple Rules and Other Seminal Contributions
Sun: 11:15 – 12:30
Session 24: Tribute to Kathleen Eisenhardt
Sun: 16:15 – 17:30
Session 113: Serial Acquisitions: Strategies and Processes
Session 154: Processes of Capability Development, Rejuvenation and Erosion and their Interplay with Strategy
Sun: 17:45 – 00:00
Session 316: Strategy Process Business Meeting
Mon: 08:00 – 09:15
Session 162: Strategy Formation Processes
Mon: 11:15 – 12:30
Session 210: M&A/JV Implementation
Mon: 13:45 – 15:00
Session 169: The Role of Attention in Organizational Processes (Evaluation, Promotion, Innovation and Growth)
Mon: 16:45 – 18:00
Session 134: Leading change implementation processes
Tue: 08:00 – 09:15
Session 135: Micro-processes for developing dynamic capabilities
Session 212: Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 211: Cognition, Discourse and Innovation Dynamics within and across Organizations
Tue: 14:15 – 15:30
Session 275: External Interface Processes and their Consequences
Tue: 17:30 – 18:45
Session 165: Strategic Change: The Role of Cognition and Affect/Emotions


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