Using The Intranet Environment For Enhancing Organizational Creativity

The use of intranet has become crucial to support managerial practices increasing organizational creativity. However, it can also generate “creaticidal” effects by reproducing practices hampering creative processes. Based on an in-depth case study at Schneider-Electric (France), this article studies the effects of the intranet usage on creativity within the four departments of the company. The intention of management is to encourage the innovation by stimulating the collaborators’ creativity through the intranet use throughout the departments. Although the intranet is impelled with similar intention, the results reveal that its use has reproduced the already existing managerial practices in departments. The study reveals the importance of reconsidering managerial practices so that the use of intranet that emerges in the human interaction, does not contribute to the “creaticidal” practices in organizational context

ORGANIZATIONAL CREATIVITY CLIMATE FACTORS: LESSONS LEARNED FROM THE FRENCH ENERGY MANAGEMENT INDUSTRY

In this paper, we draw on evidence from a case study to explore how to enable organizational creativity within a centralised information system. We argue that, even if the project leaders were seeking to enable organizational creativity using a centralized system they overlooked organizational climate factors. To understand these issues, we used the componential creativity theory to explain the influence of creativity encouragements, resources and management practice) toward organizational creativity. We conclude by suggesting that the case described might be an example of the actions to avoid when an organization wants to enable its creativity within a centralized information system

Exploiting tacit knowledge through knowledge management technologies

The purpose of this paper is to examine the contributions and suitability of the available knowledge management (KM) technologies, including the Web 2.0 for exploiting tacit knowledge. It proposes an integrated framework for extracting tacit knowledge in organisations, which includes Web 2.0 technologies, KM tools, organisational learning (OL) and Community of Practice (CoP). It reviews a comprehensive literature covering overview of KM theories, KM technologies and OL and identifies the current state of knowledge relating to tacit knowledge exploitation. The outcomes of the paper indicate that Internet and Web 2.0 technologies have stunning prospects for creating learning communities where tacit knowledge can be extracted from people. The author recommends that organisations should design procedures and embed them in their Web 2.0 collaborative platforms persuading employees to record their ideas and share them with other members. It is also recommended that no idea should be taken for granted in a learning community where tacit knowledge exploitation is pursued. It is envisaged that future research should adopt empirical approach involving Complex Adaptive Model for Tacit Knowledge Exploitation (CAMTaKE) and the Theory of Deferred Action in examining the effectiveness of KM technologies including Web 2.0 tools for tacit knowledge exploitation

Seeking Feedback on Learning for Change

{Excerpt} Feedback underpins organizational learning. To find the highest level of success in learning for change, feedback should be invited, analyzed in the most positive manner possible, and used to impact decision making. The rapidly changing—and, at times, excessively complex—nature of development work demands diverse competences from aid agencies such as the Asian Development Bank. In addition to technical knowledge and skills, they include no less than appreciating political economy; building relationships; reading and responding to complex organizational and social predicaments; and increasing capacity to contend with uncertainty, task-compromise, and deal with difference and diversity. The learning challenges that these demands present require the ability to work more reflectively in a turbulent practice environment. There is no alternative: to remain relevant and effective, an organization’s rate of learning must be at least equal to—but preferably greater than—the rate of change in the environment

How to use analogies for breakthrough innovations

Analogies can trigger breakthrough ideas in new product development. Numerous examples demonstrate that substantial innovations often result from transferring problem solutions from one industry or domain to another. For instance, the designers of the new running shoe generation of Nike, Nike SHOX, use the same suspension concept like the technologies applied for Formula 1 racing cars, or the biological Lotus-effect led to the development of various self-cleaning surfaces. Academic research on analogical thinking has been so far heavily influenced by general theoretical work from cognitive psychology or systematic inventing. Only a small number of studies have investigated the application of analogies in the specific context of breakthrough innovation projects. This paper focuses on the question how analogies can be systematically used in the early innovation phases of new product development and which factors influence the successful use of analogical thinking in innovating companies. Special attention is paid to organizational facilitators and the requests on people involved in this process. --

Achieving high performance outcomes through trust in virtual teams

Developing trust among team members is critical for achieving high performance outcomes. Recently, global business operations necessitated working in a team environment with colleagues outside traditional organizational boundaries, across distances, and across time zones. In this article, we discuss how human resource practices can support organizational initiatives when business operations mandate increased virtual teamwork. We examine the role of HR in enhancing relationship building and the development of trust among workers who may rarely, if ever, meet face-toface. Using research from teamwork, social exchange theory, and knowledge sharing, we discuss how four areas of human resources management—recruitment, training, performance appraisal, and compensation/reward— might combine with technology to facilitate the development of trust among virtual team members

Suggestion systems: a usability-based evaluation model

Usability has been used to design and assess products and websites. This paper takes the concept of usability one step further and proposes a framework to assess suggestion systems. Thus taking the concept of usability one step further and applying it in the area of ideas management through suggestion system. The fundamental premise of the article is that a suggestion system designed, with usability in mind, will improve innovation among employees, and hence increase participation. This framework was then used to assess four suggestion systems in an oil and gas company in the middle-east. These systems were further assessed for employee perception of their usability and participation. After collecting data on these three different aspects conclusions are drawn. Out of the four systems analyzed, the most usable suggestion system had the highest participation rate and the least usable system attracted the fewest suggestions

The Challenges of Creativity in Software Organizations

Part 1: Creating ValueInternational audienceManaging creativity has proven to be one of the most important drivers in software development and use. The continuous changing market environment drives companies like Google, SAS Institute and LEGO to focus on creativity as an increasing necessity when competing through sustained innovations. However, creativity in the information systems (IS) environment is a challenge for most organizations that is primarily caused by not knowing how to strategize creative processes in relation to IS strategies, thus, causing companies to act ad hoc in their creative endeavors. In this paper, we address the organizational challenges of creativity in software organizations. Grounded in a previous literature review and a rigorous selection process, we identify and present a model of seven important factors for creativity in software organizations. From these factors, we identify 21 challenges that software organizations experience when embarking on creative endeavors and transfer them into a comprehensive framework. Using an interpretive research study, we further study the framework by analyzing how the challenges are integrated in 27 software organizations. Practitioners can use this study to gain a deeper understanding of creativity in their own business while researchers can use the framework to gain insight while conducting interpretive field studies of managing creativity

Creativity and science parks: more than just a physical platform?

This study explores how managerial practices can develop and enhance a creative climate in science parks. Based on a case study of one of the most important Italian science parks, Area Science Park, our results suggest that science park management can further enhance the park’s park potential and strengthen ties to its different actors by focusing on creative climate development. In particular, we identify and discuss key aspects that are relevant to this challenge, i.e. promotion of a shared identity, design of structured work processes, use of communal spaces and internal communication technology. Overall, the study contributes to show that creative climate development implies more than merely being located in the physical platform of a science park