Design thinking and innovation: synthesising concepts of knowledge co-creation in spaces of professional development

This paper explores how design thinking connects to concepts of knowledge creation and innovation. A case study of a knowledge sharing network in the social services sector is used to illustrate how design thinking supports Ba, the spaces for knowledge creation. Further exploration of the four enabling conditions for Ba resulted in delineation of two distinct types: relational and structural. Relational enablers support three groups of enabling conditions: interaction, shared values and communication. It is proposed that design thinking aligns well with relational enabling conditions for Ba to create the ideal spaces for knowledge creation. The group of structural enablers can assist or obstruct change and relate to the culture and management approaches of an organization, which may or may not be assisted by design thinking. However, to ensure that design thinking is not undermined, and innovation is achieved, the presence of an appropriate structural enabler is critical for success

'Meet the parents': the importance of 'pre-conception' conditions in facilitating high-technology spin-out companies

Encouraging the spinning out of high tech companies from higher education institutes (HEIS) is now a major tenet of industrial policy in the UK and other European countries. New enterprise formation is seen as a vehicle for technology transfer and the commercialisation of research by universities, and independent and government funded research institutes. Despite the proliferation of schemes and mechanisms supporting would-be entrepreneurs and their nascent enterprises, we are still some way from identifying the factors making for success. Understanding any scheme aimed at generating new technology based firms (ntbfs) requires a holistic approach which considers the nature of the parent research organisation, the local economic context, the specific objectives of the scheme and the changing needs of new enterprises. The nature of the parent is particularly important in setting what may be seen as 'pre-conception' conditions: namely inspiration, motivation, willingness to take risk and identification of potential idea. This paper describes differences found in these pre-conception conditions in a number of research organisations in the UK.entrepreneurship, new technology based firms, business incubation, research organisations, organisation culture

Education for transformative leadership in Southern Africa

This article argues that education for transformative leadership in a southern African context needs to nurture an understanding of the relationship between spirituality and charisma. This argument is based on a review of some literature pertaining to transformative learning, transformative leadership, and African value systems. The article explores the relationship between transformative leadership and transformative learning and education theories, and relates them to a specific southern African context. It proposes three arguments. First, transformative education may facilitate the transformative leadership development process. Second, transformative education and transformative leadership, although offering features that are sympathetic to African indigenous values, must also take account of particular African contexts. The article does not claim to be reporting from empirical research on this issue but, to support its position, draws on recent literature from an ongoing southern Africa leadership development project and some early empirical data from a small, related study in one southern African country. Third, the article suggests that a key difference between transformative learning and transformative leadership perspectives is the transformative leadership focus on charismatic qualities that inspire motivation to change. However, a defining conceptual thread of spirituality runs through the transformative learning and leadership literature that resonates with southern African core value systems. It is this thread that provides the overall conceptual link between the different strands of thought

Building sustainability on deep values through mindfulness nurturing

To effectively pursue sustainability, companies need to develop an awareness of the importance of social and environmental objectives in addition to economic. To achieve this, they need to promote a set of shared values in their strategy and cultural change which align global sustainability with organisational performance. To assist organisations with this process and thus identify and nurture their members’ underpinning values, we present the Organisational Presence Model including a Real Dialogue Methodology. We draw on Lewin’s participative approach to change and the deep concept of Mindfulness related to Buddhist precepts, while contributing with a way to initiate Mindfulness nurturing in business context, facilitating its acceptance and practice by organizational members. In our study case we find signs of positive effects of the model in sustainability pursuing. The new strategy has been built aligned with resulting values, that are also perceived by organizational members as inspirational, generating motivation and helping the effective communication that integrates the strategic objectives in the economic, social and environmental aspects

Team to Market (T2M): Creating High Performance Teams in the Digital Age

1. Teams are the essential means of product or service delivery and the fundamental building blocks of modern organisations. An effective team can produce results far outperforming a collection of even the most talented individuals when team members coalesce and jell into a single, well-functioning, fully-aligned organism. This report advances the notion of “Team to Market” (T2M) to help business leaders and knowledge workers understand, create and lead high performance teams in the digital age

What do we mean by the term "talent" in talent management?

Purpose – The purpose of this article is to consider the ways the notion of “talent” has developed over many years, both historically and linguistically, in a number of European and non-European languages and in use in organisations, and its use in talent management. Design/methodology/approach – The information was gained from a literature review of key reports on talent management and a major review of ten organisations across sectors and by interviewing over 100 individuals involved in talent management programmes in the UK and abroad. Holden and Tansley also conducted a philological analysis of the word “talent” from both an historical and a linguistic-comparative perspective analysing publications by consultancies and articles in the management press considering both literal (denotative) definitions and metaphoric (connotative) associations of the term talent in English, noting contrasting usages of the word in other languages

Open Innovations and Living Labs: Promises or Challenges to Regional Renewal

The paper brings to the foreground modes and strategies of organising purposeful action that may be conductive to local and regional actors’ successful coping in the more and more competitive environment. The paper is pragmatist by its approach in a sense that it emphasises preconditions and possibilities for making ideas work. However, to do this is a difficult task. In the maze of multifaceted information flows and revolutionary technologies for reaching them enterprises and public actors need to find and construct better structured information that really helps them to operate. The paper introduces two sets of case activities that build on open innovation and living lab approaches in their attempts to make the boundaries between organisations and their environment more permeable. Its findings support the structuralist idea that spatial attributes matter more than as a mere venue, platform, or even container of social action. The venues studied in the paper are unique: one of the oldest still remaining factory buildings in the innermost core of the city of Tampere and a re-used loghouse in a peri-urban landscape outside the city. They both serve now as true exploratory spaces with no functional or institutional lock-ins stemming from them to bond their present-day users

Creative Gardens: Towards Digital Commons

date-added: 2015-03-04 03:12:21 +0000 date-modified: 2015-04-01 06:49:53 +0000date-added: 2015-03-04 03:12:21 +0000 date-modified: 2015-04-01 06:49:53 +0000This work was supported by the Arts and Humanities Research Council, CreativeWorks London Hub, grant AH/J005142/1, and the European Regional Development Fund, London Creative and Digital Fusion

Embedding social innovation and social impact across the disciplines: identifying "Changemaker" attributes

Purpose—This paper proposes an attributes framework for embedding “Changemaker”—a university initiative for promoting social innovation and social impact—across the disciplines at the University of Northampton. Design/methodology/approach—The study is based on the authors’ (2014) phenomenographic study that proposed five different conceptions of Changemaker held by academic staff: 1) Changemaker as institutional strategy; 2) Changemaker as critical thinking, perspective shifting and problem solving; 3) Changemaker as employability; 4) Changemaker as social betterment and 5) Changemaker as personal transformation. The present study explores pedagogic literature to identify skills, behaviours and attributes associated with each of these five categories. Findings—Findings from this literature review inform a taxonomy of Changemaker attributes, which offers a catalogue of skills and behaviours associated with the five conceptions of Changemaker. Research limitations/implications—The conceptions of Changemaker, that form the basis of the Changemaker attributes, represent the beliefs of teaching staff at the University of Northampton. Despite inherent limitations, the approach of using practice-based empirical findings to develop pedagogical tools may be of direct benefit to other education providers as they develop their own models for teaching and learning. Practical implications—The Changemaker attributes will be used by the University of Northampton during the design, approval and review of courses to ensure that social innovation and social impact is embedded across the disciplines. Academic staff can refer these attributes when designing assessments and for inspiration toward innovative teaching practice. Originality/value—The findings of this study will provide a point of reference for other higher education institutions as they look for guidance on embedding social innovation and social impact into their curriculum