Improving Design of Systems Supporting Creativity-intensive Processes – A Cross-industry Focus Group Evaluation

Organizations depend on the creative potential of their members to continuously develop innovative solutions. Groups commonly approach creative processes using collaborative IT. However, current design of information systems does not cater to the business processes representing the context in which groups operate. Creativity-intensive processes are a conceptualization of business processes that involve creativity. Voigt, Bergener, and Becker (2013) developed an explanatory design theory for information systems supporting creativity-intensive processes. The core component of the design theory is an information system architecture for creativity-intensive process support systems (CPSS). This paper evaluates the utility of the CPSS architecture to comprehensively support creativity-intensive processes. Three exploratory cross-industry focus groups, in which the architecture instantiation CreativeFlow was demonstrated, suggest that the features of CreativeFlow and the underlying architectural concepts are useful in supporting practitioners’ processes, especially for the support of creative group processes. However, three modifications to the CPSS architecture emerge: increased freedom for choosing individuals responsible for group tasks, differentiated authorization for creating and assigning creative group tasks, and advanced communication support for initiation of standard workflows. The evaluation further contributes recommendations for tool features and four research issues to advance system design of tools supporting creativity in business processes. The study provides insights for future information system evaluations in Design Science Research on Information Systems

Development of a project level performance measurement model for improving collaborative design team work

This research explored a new direction of improving collaborative design by performance measurement. More specifically, a novel 3-dimensional performance measurement model is developed and the purpose of this model is to help project managers improve team collaboration by indicating strengths and weaknesses of team members during the project development process. Considering the complexity of collaborative design work, a multiple criteria model is proposed to reflect the design dynamics, which highlights five performance indicators: efficiency, effectiveness, collaboration, management skills and innovation. These five indicators are mostly influenced by role-based performance measurement criteria (the second dimension). Design and development process (time) is also considered (the third dimension). This 3D model allows all involved design participants to measure work performance at any time during the product development process. In order to develop this model, the role-based task analysis and industrial survey methods were utilized. Three groups of role-based product design and development performance measurement criteria were identified for measuring design performance of the top managers, middle managers and individual designers in a project team. A 3-dimensional performance measurement method was proposed to calculate final performance scores from a performance measurement matrix. The proposed model was evaluated as a tool which can support project managers to reduce potential design and collaboration risks and increase confidence in decision-making process. The model has been discussed on implementing in a web-based application for measuring design performance throughout the product design and development proces

SMEs and virtual R&D teams: a motive channel for relationship between SMEs

In today?s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements due to knowledge dynamics being experienced in the competitive milieu. Increased competition and reduced product life cycles put force upon companies to develop new products faster. In response to these pressing needs, there should be some new approach compatible in flexible circumstances. This paper presents a solution based on the popular Stage-Gate system, which is closely linked with virtual team approach. Virtual teams can provide a platform to advance the knowledge-base in a company and thus to reduce time-to-market. This article introduces conceptual product development architecture under a virtual team umbrella. The paper describes all the major aspects of new product development (NPD), NPD process and its relationship with virtual teams, Stage-Gate system finally presents a modified Stage-Gate system to cope up with the changing needs. It also provides the guidelines for the successful implementation of virtual teams in new product development

The lessons learnt from Willy Wonka (includes alternate ending)

Despite all that research has taught us, lectures and seminars still continue to be largely delivered in the classroom, with students sat in rows for far too long. Lecturers offer information, which some students choose to absorb. Some students choose not to, or don’t have the nature to be able to. So, what if we change this? What happens? And even more crucially, what can we do to use the ‘student voice’ to enhance how they learn and what they learn? Following a successful pilot in Experiential Education which we presented at the LJMU conference in 2013 we made developments which allow students to shape their own learning experience - truly engaging them in delivery. With Nick changing institutions at the beginning of this academic year we have both continued to explore Experiential Educational but in different ways. This presentation examines these developments and looks at three key areas: 1) The needs of students (which they weren’t shy in making clear to us!) and the differing learning styles they have, to see how teachers can use them to deliver an all-encompassing experience which is interactive, engaging and informative. 2) A taster of the technologies involved in flipped classrooms and the benefits of experiential education. 3) The reflective nature of learning journals to encourage the student voice to be raised (and then heard). Charlie got the Golden Ticket because he dreamt about it, because he did everything he could to get it. So, where did the others go wrong? And what could Wonka have done about this

Leadership as a determinant of innovative behaviour

In knowledge-intensive services innovative behaviour of co-workers is a critical success factor. In sectors like consultancy, research and architecture the nature of the work implies that projects are never alike. Innovative behaviour means that co-workers generate ideas for better and/or different products, services or working methods, and strive for implementing such changes. By carrying out certain leadership styles, entrepreneurs are able to boost innovative behaviour of their employees. This study presents an overview of innovation-enhancing leadership styles.

Include 2011 : The role of inclusive design in making social innovation happen.

Include is the biennial conference held at the RCA and hosted by the Helen Hamlyn Centre for Design. The event is directed by Jo-Anne Bichard and attracts an international delegation

A legacy handbook for business support

Legacy Handbook reviewing emda's experience of business support activity. Identifies key achievements and draws out lessons learned that may be relevant to successor bodies active in this area

Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs

This paper explores potential advantages of using virtual teams for small and medium-sized enterprises (SMEs) with a comprehensive review on various aspects of virtual teams. Based on the standing of the pertinent literature, attempt has been made to study the aspects by online survey method in Iran and Malaysia. In both countries, SMEs play an important role in their economies, employments, and capacity building. Virtual R&D team can be one of the means to increase SMEs efficiency and competitiveness in their local as well as global markets. In this context, surveys have been conducted to evaluate the effects of virtuality to the growth of SMEs. The study addresses some differences between two countries in engaging virtual research and development (R&D) teams in their SMEs. It is observed that there is a significant difference between the SMEs turnover that employed virtual team and that did not employ the virtual team. The way for further studies and recommend improvements are proposed.Virtual R&D team, small and medium enterprises, survey, developing countries.