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Source: Pexels

Matching the Creativity Supply Side to Your Marketing Demand

Idea posted: April 2018
  • Innovation & Entrepreneurship
  • Marketing

A team of researchers offers a framework to help organizations support creativity more effectively. Elements of this framework including balancing the usefulness and originality of creative ideas depending on the organization’s needs and choosing the best approach to creative ideas: 1) focusing on the sheer quantity of new ideas, 2) exploring the potential of a category, or 3) looking for creative ideas across categories.

Idea #700
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Source: Pexels

How to Choose the Right Innovation Intermediary

Idea posted: March 2018
  • Innovation & Entrepreneurship

The use of innovation intermediaries to find outside solutions and ideas or innovation partners is becoming more common. Choosing the right intermediary can depend on factors such as the type and complexity of problems or needs, whether the search for partners or solutions, and the extent of the envisioned collaboration among innovators.

Idea #699
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St George Kills the Dragon, Edward Burne-Jones, 1866 (Courtesy: Art Gallery of New South Wales)

How to Make and Keep Customers Grateful

Idea posted: January 2018
  • Strategy
  • Innovation & Entrepreneurship
  • Marketing

Forget discounts. Customers perceiving a genuine effort by companies to invest in the customer relationship will feel grateful toward the company — an emotion that leads to overall (and longer lasting) customer satisfaction.

 

Idea #688
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Photo by Simone Busatto on Unsplash

Geography of Innovation: More Emerging Regions Involved, Advance Economies Still Dominate

Idea posted: January 2018
  • Innovation & Entrepreneurship
Institutions: Henley Business School

While emerging countries are starting to generate more innovation, most of the world’s innovation continues to be clustered in regions of the advanced economies.

Idea #689
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New York City (Source: Unsplash)

Strategies and Tools for Entrepreneurs in Search of Resources

Idea posted: September 2017
  • Innovation & Entrepreneurship

Based on a meta-analysis of academic publications, researchers identify two strategies and four tools that entrepreneurs can deploy to gain access to vital external resources.

Idea #668
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Interior, Wolf Kibel, 1930-35 (Courtesy: Iziko South African National Gallery, Cape Town)

Business Templates that Succeed in 'Bottom of the Pyramid' Environments

Idea posted: June 2017
  • Innovation & Entrepreneurship
  • Operations

A new company first succeeds by creating a template for doing business — a working system of organizational routines and practices. It then scales its business by replicating that template. In bottom of the pyramid environments, however, the development and replication of templates can be hindered by the extreme conditions in which organizations must operate.

Idea #659
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Abstract (Source: Wikimedia Commons)

Why Flat Information Structures Enable Creative Thinking

Idea posted: May 2017
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Flat information structures — in which information is not separated out into categories — is more conducive to creativity because they encourage combining information from different categories.

 

 

Idea #654
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Woman with Masks, Hermann Stenner, 1913 (Photo: Lempertz Auction House. Source: Wikimedia Commons)

Integrating Social Identities Spurs Creativity and Innovation

Idea posted: May 2017
  • Innovation & Entrepreneurship
  • Learning & Behaviour

Psychological bricolage enables people to combine knowledge from their different social identities to enhance their creativity and find innovative solutions.

 

 

Idea #657
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Parable of the Unjust Steward, Jan Luyken, c.1680

Stewardship Climate Scale Highlights Stewardship Behaviours in Family Firms

Idea posted: March 2017
  • Innovation & Entrepreneurship
  • Leadership & Change

New survey research lays the framework for a new Stewardship Climate Scale that, in one of its first applications, reveals that stewardship is more likely (and more potent) in family firms than in non-family firms.

Idea #648
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Paris Diving Exhibition January 12, 2015

Choosing the Right Innovation Partners

Idea posted: November 2016
  • Innovation & Entrepreneurship

New research describes how the most effective collaborative behaviour (i.e. the type of technology partner firms you decide to pursue) can depend on whether your industry emphasizes R&D and innovation — or whether it is more technologically stable. 

Idea #629
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The invention of compass (Polar stone), Annonymous, Gdańsk, 1590 (Courtesy: National Museum Warsaw)

Why Good Ideas Don't See the Light of Day

Idea posted: October 2016
  • Innovation & Entrepreneurship

For a novel idea to be accepted and implemented, decision-makers must buy into its future success. Unfortunately, the managers who decide the fate of new ideas are the worst predictors of market success.

Idea #626
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Water polo at the 2012 Summer Olympics (Source: Wikimedia Commons)

Innovation and the Pros and Cons of Close Personal Relationships

Idea posted: September 2016
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Not all dimensions of social capital have a clear positive influence on organizational exploration activities. A new study shows that the acquisition of new knowledge, ideas and insight can be both helped and hindered when members of a team have close, trusting relationships.

Idea #621
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A king (Louis XVI), a clerk and a blade (a guillotine): Nostradamus predicts the French revolution. Illustration in Vaticinia Nostradami,1629.

4 Nextsensing Skills to See What the Future Holds

Idea posted: September 2016
  • Innovation & Entrepreneurship
  • Leadership & Change
Institutions: IE Business School

Asking, “What’s Next?” has always led humans throughout history to create a better future. But answering, “What’s Next?” is not an easy task in today’s ambiguous and complex world. Four ‘nextsensing’ leadership skills are required to lead in the 21st century. 

Idea #624
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Tada' the Chinese poles, 2004 (Source: Wikimedia Commons)

Build Ambidextrous Teams to Combine Present and Future Objectives

Idea posted: July 2016
  • Strategy
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Many companies separate short-term activities focused on the present (e.g. customer service, marketing) from long-term activities focused on the future (e.g. new product development). A new study, however, reveals the power of ‘ambidextrous’ teams, where cohesion overcomes the challenge of pursuing both present and future objectives.

Idea #613
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Ostriches in Qatar (Source: Wikimedia Commons)

Learning by Hiring: The Challenge of Teaching Entrenched Incumbents

Idea posted: July 2016
  • Innovation & Entrepreneurship
  • Learning & Behaviour

New scientists can bring new knowledge and expertise to a research team and improve the output and results of the team. However, companies need to beware of long-tenured incumbents who won’t take kindly to the arrival of these upstarts. Nor will they be welcomed into a non-collaborative environment.

Idea #614
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Detail from Royal Navy recruiting poster 'The Navy Wants Men', 1915 (Source: Wikimedia Commons)

Hunt for Innovative Ideas Externally or Internally – Just Not Both

Idea posted: April 2016
  • Innovation & Entrepreneurship
  • Learning & Behaviour

Time is limited. New research shows that the most innovative people choose to focus either on outside sources of innovation ideas or within the organization. Those who try to do both only build thin relationships that don’t yield the same results.

Idea #597
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Plastic face protection from snowstorms. Canada, 1939 (Source: Wikimedia Commons)

Why Great New Products Fail

Idea posted: April 2016
  • Innovation & Entrepreneurship
  • Marketing

Many excellent new products fail because companies fail to understand how customers make their purchasing decisions. Specifically, customers decide what they want to buy based on one of two things: their search for new information or the inferences they make based on the information they have. Great new products fail when through their searches or inferences, customers fail to recognize their value.

Idea #601
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The Closed Bank, Edoardo Matania, 1870s (Courtesy: Dorotheum www.dorotheum.com)

Crowdfunding Still Attracts Local Investors to Local Ventures

Idea posted: April 2016
  • Finance
  • Innovation & Entrepreneurship

Entrepreneurs seeking funding through crowdfunding Internet platforms must still overcome the ‘home bias’ of investors — that is, their preference for funding projects located close to their homes.  

Idea #593
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Orville and Wilbur Wright examine canoe fittings before the first flight over water, 1909 (Courtesy: Library of Congress)

Uncovering the Elements of Knowledge at the Heart of Innovation

Idea posted: April 2016
  • Innovation & Entrepreneurship
Institutions: Dartmouth College

An innovative new idea is purposefully built by combining elements of knowledge — a daunting task of intuition, elimination and focus.

Idea #598
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The Architect’s Dream, Thomas Cole, 1840 (Courtesy: Toledo Museum of Art, Toledo, Ohio, USA)

How Successful Megaprojects Are Games of Innovation

Idea posted: March 2016
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Operations

Megaprojects are not so much linear constructions of grand designs, but more a ‘game’ of innovation between players slowly ‘shaping,’ through a series of episodes, the project over time.

Idea #587
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Innovation Leaders Turn Creative Ideas Into Action

Idea posted: March 2016
  • Innovation & Entrepreneurship
  • Leadership & Change

Many companies recognize the importance of innovation yet continue to be ineffective innovators. The reason: their leaders lack the right skills to encourage, manage and implement innovation. Recognizing that innovation requires a structured process, multiple perspectives, silo-busting boundary-free and polarity thinking are important first steps.  

Idea #588
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Three Building Blocks of Innovation Leadership

Idea posted: March 2016
  • Innovation & Entrepreneurship
  • Leadership & Change

Fostering innovation in an organization requires the tools and techniques to help generate and implement ideas, the knowledge and abilities to manage innovation processes, and the attitudes that encourage rather than undermine new thinking. The right toolset, skillset and mindset are the three building blocks of innovation.

Idea #589
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Saint Jerome in his Study, Domenico Ghirlandaio, 1480 (Courtesy: Chiesa di Ognissanti, Florence)

Knowledge Leaders to Apply Academic Research to Solve Organizations' Real World Problems

Idea posted: February 2016
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Knowledge leaders leverage academic research into real-world performance advantages for their organizations in three different ways: direct transfer, selective adaptation, or challenging research conclusions. 

Idea #586
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British generals, during the Battle of Gazala, 1942 (Source: Wikimedia Commons)

The Power of Scenarios to Open New Perspectives

Idea posted: February 2016
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Learning & Behaviour

Well-known as a strategic planning tool, the scenarios methodology can drive potent academic research that shatters assumptions and reveal radical new perspectives on major issues and problems.

Idea #582
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411_World War 2 poster. Wireless operators (Courtesy: BT Archives)

CIOs: Coach and Communicate with C-suite for Digital Innovation

Idea posted: January 2016
  • Strategy
  • CSR & Governance
  • Innovation & Entrepreneurship
  • Leadership & Change

European companies are losing innovation opportunities because C-suite executives fail to respond to information technology and digital-related proposals of the CIO and the information technology function of the company, according to a new survey of European companies in three countries. The problem: lack of communication between IT and non-IT leaders.

Idea #573
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How Creativity Starts With Respectful Engagement

Idea posted: January 2016
  • Innovation & Entrepreneurship
  • Leadership & Change

There are a wide variety of methodologies and concepts for developing individual and team creativity in organizations. New research, however, reveals the unexpected foundation of organizational creativity: respectful relationships.

Idea #578
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Coffee Break ad from Life Magazine, featuring Gracie Allen and George Burns, 1953 (Source: Wikimedia Commons)

Why Slack Time Is Important for Innovation: It’s Not What You Think

Idea posted: October 2015
  • Innovation & Entrepreneurship

New research shows that innovation efforts benefit from giving employees free time (aka ‘slack time’), but not for the reason you might believe. While Google’s free time initiative might have led to creative new ideas, the real benefit of slack time is to allow innovators to get the administrative and other execution-oriented tasks done.

Idea #558
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The Incredible Adventures of Professor Branestawm, by Norman Hunter, illustrated by W. Heath Robinson. (Courtesy: Penguin Books, First Published 1933)

Broad Knowledge or Narrow Expertise: What Works Best for Innovation?

Idea posted: September 2015
  • Innovation & Entrepreneurship

Who is most likely to find the innovative breakthrough: an expert with a deep knowledge of the domain or a cross-functional team with broader knowledge and a variety of experience? New research shows that the cross-functional and diverse knowledge approach to innovation can be a double-edged sword: shattering the myopia of experts but not providing the expertise needed to generate novel ideas in the field.

Idea #548
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The Unexpected Creative Effect of Sarcasm

Idea posted: September 2015
  • Innovation & Entrepreneurship
  • Leadership & Change
  • Learning & Behaviour

Sarcasm in the workplace may not be as destructive as once thought. New research shows that expressing or receiving sarcasm can spark creativity through abstract thinking — especially if the sarcasm is directed at or received from a trusted person

Idea #550
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Jimmy Wales in Duisburg, Germany. Champagne reception (Source: Wikimedia Commons)

Designing Experiential Services So Customers Remember the Best Parts

Idea posted: September 2015
  • Innovation & Entrepreneurship
  • Learning & Behaviour
  • Marketing

Customers tend to remember the end of an experience (for example, the last days of a vacation) and also tend to become used to a level of experience (for example, the view from their hotel room). Keeping these two psychological tendencies in mind, companies can structure a customer service encounter that leaves satisfied customers with memories of a great experience — and have them coming back for more.

Idea #551
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