Idea Mirrors – Unterstützung von Innovation in Unternehmen durch Community-Awareness

In diesem Beitrag diskutieren wir die Idee, Konzepte aus den Bereichen der Community-Unterstützung und ubiquitären Benutzungsschnittstellen auf die Unterstützung von Innovation in Unternehmen anzuwenden. Unser Fokus liegt dabei auf der frühen Phase des Innovationsprozesses – der Ideengenerierung und des Vorschlagsmanagements. Kernidee unseres Ansatzes ist es dabei, Awareness über das kreative Potential des Unternehmens bereitzustellen und eingebrachte Ideen durch öffentliche Präsentation zu würdigen, indem sie auf großen Wandbildschirmen („Idea Mirrors“) im Bürobereich dargestellt werden

Proceedings der 11. Internationalen Tagung Wirtschaftsinformatik (WI2013) - Band 1

The two volumes represent the proceedings of the 11th International Conference on Wirtschaftsinformatik WI2013 (Business Information Systems). They include 118 papers from ten research tracks, a general track and the Student Consortium. The selection of all submissions was subject to a double blind procedure with three reviews for each paper and an overall acceptance rate of 25 percent. The WI2013 was organized at the University of Leipzig between February 27th and March 1st, 2013 and followed the main themes Innovation, Integration and Individualization.:Track 1: Individualization and Consumerization Track 2: Integrated Systems in Manufacturing Industries Track 3: Integrated Systems in Service Industries Track 4: Innovations and Business Models Track 5: Information and Knowledge ManagementDie zweibändigen Tagungsbände zur 11. Internationalen Tagung Wirtschaftsinformatik (WI2013) enthalten 118 Forschungsbeiträge aus zehn thematischen Tracks der Wirtschaftsinformatik, einem General Track sowie einem Student Consortium. Die Selektion der Artikel erfolgte nach einem Double-Blind-Verfahren mit jeweils drei Gutachten und führte zu einer Annahmequote von 25%. Die WI2013 hat vom 27.02. - 01.03.2013 unter den Leitthemen Innovation, Integration und Individualisierung an der Universität Leipzig stattgefunden.:Track 1: Individualization and Consumerization Track 2: Integrated Systems in Manufacturing Industries Track 3: Integrated Systems in Service Industries Track 4: Innovations and Business Models Track 5: Information and Knowledge Managemen

Learning Network Management

Social networks are regarded as powerful resources that have available novel solutions, innovative ideas and can create new pathways. Networks exist as informal webs of affiliation between individuals and also as ties between organisations in the form of professional networks. These different forms of networks have in common that there is a social structure that connects particular agents with each other and enables the flow of information and knowledge between them. Thus, in creating new ties and connecting already existing networks/individuals/organisations, a richer structure is created and with it access options to novel knowledge. The exchange and combination of knowledge is a means for creating innovations. The national initiative “Learning Regions – Providing Support for Networks” (2001-2008) fostered this macro-structural change process in Germany on a regional level, so that a new learning culture and with it innovative products and ideas could emerge. An underlying concept for this programme is the theory on ‘learning organisations’ (Senge et al. 2007) which is referred to concerning the interpretation of the data. Moreover, in order also to focus on the associated change processes, the guiding theoretical elaborations of Scharmer’s “Theory U” are applied to the findings. In this thesis the data gathered during the evaluation of this initiative are re-analysed with the research focus on particular social role inhabitants in networks: network managers. Based on a combination of survey and network data as well as expert interviews, the structural position and the resulting perspectives, perceptions and role learning processes are explored. By means of interpreting the findings, the thesis illustrates a developmental role-taking process for network managers with five stages along a U-curve. Thus, it becomes evident that the above described structural changes of interaction and knowledge flows are accompanied by deep change and the acquisition of certain skills. These skills are identified for example as a high tolerance for complexity and uncertainty, a “bridging capacity”, an awareness of tie structures, a high level of personal mastery and the capacity to act skilfully in interdependent structures and perceive himself or herself as part of a larger system. Network management is recognized as a service function that needs to be filled in professional educational networks. In the networks of the learning regions, network managers are inclined to act as societal change agents and social entrepreneurs who try to induce a process of conscious co-evolution within a defined region

Forschungsbericht 2017

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