The Impact of User Interface Design on Idea Integration in Electronic Brainstorming: An Attention-Based View

This paper introduces an attention-based view of idea integration that underscores the importance of IS user interface design. The assumption is that presenting ideas via user interface plays a key role in enabling and motivating idea integration in electronic brainstorming (EBS), and thus advances productivity. Building upon Cognitive Network Model of Creativity and ability-motivation framework, our attention-based theory focuses on two major attributes of user interface: visibility and prioritization. While visibility enables idea integration via directing attention to a limited set of ideas, prioritization enhances the motivation for idea integration by providing individuals with a relevant and legitimate proxy for value of the shared ideas. The theory developed in this paper is distinct from previous research on EBS in at least two ways: (1) this theory exclusively focuses on idea integration as the desired outcome and studies it in the context of IS user interface; and (2) rather than debating whether or not EBS universally outperforms verbal brainstorming, the proposed theory revisits the links between user interface and idea integration as an attention-intensive process that contributes to EBS productivity. Idea integration by individuals within a group is an essential process for organizational creativity and thus for establishing knowledge-based capabilities. Lack of such integration significantly reduces the value of idea sharing, which has been a predominant focus of the EBS literature in the past. The current theory posits that the ability of electronic brain-storming to outperform nominal or verbal brainstorming depends on its ability to leverage information system (IS) artifact capabilities for enhancing idea integration to create a key pattern of productivity. The developed theory provides a foundation for new approaches to EBS research and design, which use visibility and prioritization, and also identify new user interface features for fostering idea integration. By emphasizing idea integration, designers and managers are provided with practical, cognition-based criteria for choosing interface features, which can improve EBS productivity. This theory also has implications for both the practice and research of knowledge management, especially for the attention-based view of the organization.

Performance measurement procedures that support innovativeness rather than hamper it

This paper addresses the contemporary challenges in increasing firm-level innovativeness and developing appropriate performance metrics. The authors discuss these challenges and provide a literature review on the innovation enhancing factors in service industries. They subsequently study the case of a multinational telecom company that tries to renew its innovative capabilities after a restructuring. An interpretative approach, based on employee focus group interviews and an extensive management workshop, is taken to co-develop context specific factors that enhance innovativeness. These factors include, amongst others, personal recognition and acknowledgement for an innovative achievement, available time, customer intimacy, and a clear innovation strategy. The identified factors will be used in a follow-up research aimed to develop performance measurement procedures that support the company to develop and exploit its innovative capabilities

A Cost-Benefit Analysis of Face-to-Face and Virtual Communication: Overcoming the Challenges

Virtual communication has become the norm for many organizations (Baltes, Dickson, Sherman, Bauer, & LaGanke, 2002; Bergiel, Bergiel, & Balsmeier, 2008; Hertel, Geister, & Konradt, 2005). As technology has evolved, time and distance barriers have dissolved, allowing for access to experts worldwide. The reality of business today demands the use of virtual communication for at least some work, and many professionals will sit on a virtual team at some point (Dewar, 2006). Although virtual communication offers many advantages, it is not without challenges. This article examines the costs and benefits associated with virtual and face-to-face communication, and identifies strategies to overcome virtual communication\u27s challenges

"We are always after that balance":managing innovation in the new digital media industry

The pressure to innovate is growing as technology cycles change more rapidly. Organisations need to balance exploration and exploitation effectively if they are to heed the innovation imperative. Organisational ambidexterity is proposed as a means to achieve such balance with structural or contextual ambidexterity as possible choices. Yet how organisations become ambidextrous is an as yet underresearched area, and different industry sectors may pose different innovation challenges. Using the case study method, this paper examines how a computer games company responds to an industry-specific innovation challenge and how it endeavours to balance exploration and exploitation. The findings suggest that ambidexterity is difficult to achieve, and is fraught with organisational tensions which might eventually jeopardise the innovation potential of a company. The paper suggests that more qualitative research is needed to further our understanding of innovation challenges, innovation management and organisational ambidexterity

How Can Business Analytics Induce Creativity: The Performance Effects of User Interaction with Business Analytics

Most organizations today use business analytics systems mainly for efficiency; reducing cost by contacting the right customer, generating revenue by reducing churn, etc. Nevertheless, business analytics holds promise in generating insights and in making users more creative in their decision making process. Analytics technology is becoming sophisticated with very advanced technical capabilities. However, behavioral aspects (i.e. user interaction) of using business analytics software have not reached the same level of sophistication. Very little research in this field discusses how to implement analytical systems and what outcomes will it produce. We are looking at conditions that can enhance user interaction with business analytics systems leading to certain performance outcomes. We propose that the fit between users’ cognitive style (intuitive vs. rational), business analytics model representations (decision tree vs. clustering), and task type (convergent vs. divergent) can lead to efficiency but can have adverse effects on creativity because that might lead to mindlessness in the decision making process

How Can Business Analytics Induce Creativity: The Performance Effects of User Interaction with Business Analytics

Most organizations today use business analytics systems mainly for efficiency; reducing cost by contacting the right customer, generating revenue by reducing churn, etc. Nevertheless, business analytics holds promise in generating insights and in making users more creative in their decision making process. Analytics technology is becoming sophisticated with very advanced technical capabilities. However, behavioral aspects (i.e. user interaction) of using business analytics software have not reached the same level of sophistication. Very little research in this field discusses how to implement analytical systems and what outcomes will it produce. We are looking at conditions that can enhance user interaction with business analytics systems leading to certain performance outcomes. We propose that the fit between users’ cognitive style (intuitive vs. rational), business analytics model representations (decision tree vs. clustering), and task type (convergent vs. divergent) can lead to efficiency but can have adverse effects on creativity because that might lead to mindlessness in the decision making process

How Can Business Analytics Induce Creativity: The Performance Effects of User Interaction with Business Analytics

Most organizations today use business analytics systems mainly for efficiency; reducing cost by contacting the right customer, generating revenue by reducing churn, etc. Nevertheless, business analytics holds promise in generating insights and in making users more creative in their decision making process. Analytics technology is becoming sophisticated with very advanced technical capabilities. However, behavioral aspects (i.e. user interaction) of using business analytics software have not reached the same level of sophistication. Very little research in this field discusses how to implement analytical systems and what outcomes will it produce. We are looking at conditions that can enhance user interaction with business analytics systems leading to certain performance outcomes. We propose that the fit between users’ cognitive style (intuitive vs. rational), business analytics model representations (decision tree vs. clustering), and task type (convergent vs. divergent) can lead to efficiency but can have adverse effects on creativity because that might lead to mindlessness in the decision making process

Inspiring Creative Solutions: An Experimental Investigation of Three Ideation Methods in Generating Creative Product

This study examines strategic, collaborative decision making with the goal of producing more creative solutions. Our experimental approach compares the results of three methods of ideation: manual free brainstorming, manual carousel brainstorming, and electronic carousel brainstorming (as implemented by a group support system). Our finding is that manual and electronic carousel brainstorming yield more creative solutions than does free brainstorming. However, there is little difference between the former methods. Both the manual and electronic forms of carousel brainstorming are equally effective at yielding creative solutions. Strategic, collaborative decision making, when well implemented, results in full consideration of the operational environment and selection of a solution. Yet the process is cumbersome. It is time-consuming. When it fails, it can produce solutions that are suboptimal. For these reasons, a vigilant decision making process is often abridged or neglected entirely. One of the primary causes of that failure is due to cognitive inertia, a tendency to focus on a single solution to the neglect of others (Lamm & Trommsdorff, 1973, p. 364). The reasons for cognitive inertia are explained by the cognitive network model of creativity (Santanen, Briggs & de Vreede, 2000, p. 2). Cognitive inertia is due to a tendency of the mind to resonate around a local cognitive space. Better decision making could be achieved if stimuli were introduced that forced the mind to more remote cognitive spaces. This is accomplished by use of carousel brainstorming. The outcome is more creative solutions