Toward the concept of pockets of creativity in business processes

The study will cross-fertilise Information Systems (IS) and Services Marketing ideas through reconceptualising the information system as a service (ISaaS). The study addresses known limitations of arguably the two most significant dependent variables in these disciplines - Information System Success or IS-Impact, and Service Quality. Planned efforts to synthesise analogous conceptions across these disciplines, are expected to force a deeper theoretical understanding of the broad notions of success, quality, value and satisfaction and their interrelations. The aims of this research are to: (1) yield a conceptually superior and more extensively validated IS success measurement model, and (2) develop and operationalise a more rigorously validated Service Quality measurement model, while extending the ‘service’ notion to ‘operational computer-based information systems in organisations’. In the development of the new models the study will address contemporary validation issues

Toward Process Modeling in Creative Domains

Process modeling has emerged as a widely accepted approach in order to reduce organizational complexity in organizations. Process models are used for different purposes, including process analysis and redesign, risk management, and the implementation of software systems. However, the majority of existent approaches is restricted to processes that are wellstructured and predictable. Highly creative environments, such as the film industry or R&D departments, however, are characterized by high levels of flexibility. As existent approaches do not provide ample means to model such processes, this paper discusses the capabilities that a conceptual process modeling grammar for processes in creative environments must provide. Furthermore, we suggest an approach to process analysis that aims at the identification and specification of creativity in business processes. The study belongs to the design science paradigm; the discussion is grounded in a theory that explains the nature of processes that rely on creativity

Exploring over the Presumed Identity of Emerging Technology

While scientists are stepping up their efforts to develop new technologies, the ability of firms to determine the value of their technologies by identifying potential applications has become a major challenge. This article focuses on a particular phase of technology development: the emergence phase. When a promising new technology first sees the light of day in a fundamental research laboratory, its target markets often seem plentiful but are ill-defined. The inability to produce prototypes or to identify potential users makes it difficult to explore potential commercial applications. On the basis of four micro-nanotechnologies case-studies conducted within a multi-partner innovation project, this article aims to theoretically explain why the identification of applications from emerging technologies is not a trivial problem. That research analyses how technologists and non-experts interact during creative investigations on new applications. It shows that the technologists are victims of a form of cognitive fixation effect. Indeed, their beliefs and activities are guided by a stable cognitive representation of their technology: the presumed identity of technology. Based on a recent design framework, C-K Design Theory, the technological exploration process followed in our four case-studies is modeled and mechanisms to dismantle the presumed identity and to design an extended identity of technology are provided.management of emerging technology; technological exploration; identity of technology; C-K Design Theory, presumed identity; technology-push; technological innovation

How German hospitals govern IT - An empirical exploration

Health care services in German hospitals are causing immense expenses. Successful IT Governance might help to support specific challenges for every organization with an adequate use of IT. The market structure of hospitals in Germany is very heterogeneous, e.g. in size and sponsorship. This paper analyses the state of the art of IT Governance based on a survey among 220 IT executives in German hospitals. The quantitative analyses of collected survey data reveal that hospitals govern their IT differently according to size and sponsorship. In addition, our analyses show that decision-making authority for the IT budget rises with hospital size and is positively correlated with the fraction of IT projects in the overall IT budget. We also show that the investments in innovative IT projects increase with hospital size. Our study revealed that a high number of private and larger hospitals lack a systematic IT Governance approach within the decision domain on IT projects. This study is the first to shed light into the empirical situation of IT Governance in German hospitals. Creativity-intensive processes such as the development of marketing campaigns or the production of visual effects increasingly find their way into the agenda of process managers. Such processes often comprise of both well-structured, transactional parts and creative parts that often cannot be specified in terms of their process flow, required resources, and outcome. Moreover, the processes’ high variability sets boundaries for the possible degree of automation. In this paper we introduce the concept of pockets of creativity as an analytic device which is hoped to support process managers in their efforts to identify and describe creative sections in business processes. We argue that this step of identifying and describing is imperative to successfully allocate resources, integrate creativity into the overall process, and introduce process automation for those parts that are well-structured and can actually be automated. Our argument rests in the examination of existent literature as well as in findings from exploratory case studies that were conducted in the film and visual effects industry in order to study processes that rely on creativity

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

Team equilibrium and innovation performance

2013 IEEE. Personal use of this material is permitted. Permission from IEEE must be obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes, creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other worksToday competition has increased between organizations and they are urged to improve constantly their performance throughout innovation if they want to survive and be profitable. However, an organization can't be innovative if it doesn't counts with creative people and build teams to strength its creative and innovative capabilities. Besides, the impact of technology in innovation has been widely studied but there are others major aspects that need more exploration to understand their influence in it. For example, collaborative work, multicultural teamwork, creative teamwork, entrepreneurial behavior, etc. Some authors suggest more research is needed regarding organization capabilities that promote effective relationships for innovation. According to West (2002), three issues dominated research about creativity and innovation among teams: the characteristics of group tasks and their impact in the creative-innovative process; the role of diversity in knowledge and skills between team members; and team integration. If these issues are relevant for team creativity and innovation, then frameworks and tools to configure teams are necessary. It may be taken by granted that there must be an equilibrium of roles within teams to foster creativity focused on innovation. So, in this paper several approaches of creativity are reviewed. Then a conceptual model to foster Team Equilibrium and strength innovation performance is proposed and applied through a web-based tool. A first empiric exploration is presented. The proposed model can be used as a basis to develop tools that helps teams for self-analysis.Peer ReviewedPostprint (published version

When Failure Is Not an Option: Designing Competency-Based Pathways for Next Generation Learning

Proposes an online learning-assisted model in which students advance by demonstrating mastery of subjects based on clear, measurable objectives and meaningful assessments. Examines innovation drivers, challenges, and philanthropic opportunities

Who is the L3C Entrepreneur? Come along and experience the next chapter

Originally published in May 2010, we've spent the last 6 months speaking with social entrepreneurs launching new L3Cs, those who've been in the trenches for a while now and amazing thought leaders to provide you with an up-to-date, insider's look into all things L3C

Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process

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.Comment: 24 page

Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process

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