Tag Archives: Innovation Management

Call for Papers/Book Chapters: The role of TRIZ in enhancing creativity for innovation – international research and viewpoints on the Theory of Inventive Problem Solving

Call for Papers/Book Chapters
The role of TRIZ in enhancing creativity for innovation – international research and viewpoints on the Theory of Inventive Problem Solving

edited by
Alexander Brem
Professor of Technology and Innovation Management University of Southern Denmark

Leonid Chechurin
Professor of Industrial Engineering and Management
Lappeenranta University of Technology

Background

To come up with innovative ideas which fulfill the criteria to be new and breakthrough is key and at the same time difficult for companies.

One important supporting element to raise the quantity and quality of innovation is TRIZ (the Theory of Inventive Problem Solving, in English named TIPS). With its systematic approach it can be used as a logical approach to creative problem solving.

TRIZ has the following advantages in comparison with traditional innovation supporting methods:

  • Marked increase of creative productivity.
  • Rapid acceleration of the search for inventive and innovative solutions.
  • Scientifically founded approach to forecasting evolution of technological systems, products and processes.

This methodology is now being taught at several universities and has been applied by an increasing number of global organizations.

Hence, with this book, the Editors would like to give an overview of current trends and enhancements within TRIZ in an international context. The goal is to show different roles of TRIZ in enhancing creativity for innovation in research, and with selected viewpoints in practice.

All submitted paper proposals will be double-blind reviewed to ensure the highest quality.

Book Chapter Synopses with suggested topics

Topics include but are not limited to theories, methods, techniques and experiences on:

  • innovation processes and its linkages to TRIZ through all of its stages;
  • methodological support to creative and inventive design;
  • research on TRIZ-based or inspired theories, methodologies, techniques;
  • computers instruments to support TRIZ-based deployment;
  • patent mining, knowledge harvesting and representing;
  • TRIZ education initiatives, feedback or studies;
  • further advanced Innovative, Inventive & creative design processes;
  • inventiveness, creativity, innovation measurements (or assessment);
  • professional/industrial case studies where TRIZ has played a significant role.

Moreover, selected viewpoints from practice will be included.

Timeline

In advance, all potential authors must commit on our publication schedule to make sure that contributors will follow the same format.

Full paper submissions due: December 31st, 2014
Results of double-blind reviews available: March 31st, 2015
Revised paper submission deadline: June 1st, 2015
Book publication: Winter 2015/16

Publication information

All book chapters will be individually downloadable and accessible via SpringerLink.com or if someone buys the entire book in print or eBook from the Springer shop or affiliated partners such as Amazon, Barnes & Noble etc.

Each chapter is Search Engine Optimized (using the abstract and title/authors) and thus Google can find individual chapters upon a keyword search directly leading to SpringerLink.

All contributors get a discount of 33% on any Springer title purchased from the Springer online shop.

The MS Word template as well as the Author Guidelines are available online: http://bit.ly/springerguidelines

Please submit your paper only via E-Mail to Leonid Chechurin.

Call for Papers: Special Issue on Creativity in Innovation Management

International Journal of Innovation Management (IJIM)

Call for Papers:
Special Issue on Creativity in Innovation Management

Guest Editors

In order to reflect the interdisciplinary character of creativity, the Editors of this special issue cover three fundamental areas:

Why and for what can we use creativity: Business and managerial aspects
Alexander Brem, University of Southern Denmark, Sønderborg, Denmark

How can we interact in creative settings: Psychological and social aspects
Rogelio Puente-­‐Diaz, Universidad Anahuac Mexico Norte, Estado de Mexico, Mexico

How can we activate creative thinking: Cognitive and neural aspects
Marine Agogué, HEC Montréal, Montréal, Canada

Background

In  today’s  business  world  creativity  has  become  one  of  the  most  important  success  factors (Florida, 2002). The understanding of “organizational creativity as the creation of  a  valuable,  useful  new  product,  service,  idea,  procedure,  or  process  by  individuals  working together in a complex social system” (Woodman et al., 1993) is vital for the innovation  process  of  a  company  and  serves  as  a  mainspring  especially  at  the  early  beginning of an innovation (Bilgram et al., 2008). Innovation as the practical application of created ideas in turn is a critical success factor for a company’s competitive advantage and long-­‐term success.

Creativity  has  been  studied  across  several  disciplines  including  psychology,  social  sciences, economics, education and the arts. However, a homogenous definition and classification of the term creativity has often been neglected (Plucker & Beghetto, 2004; Puccio & Cabra, 2012; Simonton, 2013). Moreover, creativity has been recognized as not manageable for a long time. Therefore, studies on creativity have looked at factors that “can manage for creativity” (Amabile & Mukti, 2008) such as leadership competencies or a  working  environment  that  positively  influences  and  supports  or  hampers  creative  processes in an organization. A further shortcoming of creativity research has been that it has traditionally distinguished between two generic types of creativity. The everyday creativity inherent in the average person (e.g. Richards, 2007) and the creative genius, associated with famous talents in certain fields (e.g. Simonton, 1997). Especially in the context of business and management literature, there is still need for further research to demystify  creativity  as  being  a  natural  force  without  control,  and  to  elaborate  its  role  within the management of innovation.

Hence, the question arises how this multifaceted and interdisciplinary topic of creativity can be included in innovation management, which is the focus of this Special Issue.

Subject coverage

In  this  context,  theoretical  and  conceptual  papers  on  creativity  in  innovation  management from different disciplines are welcome. Interdisciplinary research is as well  encouraged.  Empirical  studies  that  feature  examples  and  results  of  creativity  in  innovation management are encouraged, as well as papers on success factors and risks. Comparative studies that examine similarities and differences between different sectors and countries are also welcome.

  • Suggested topics for this special issue are:
  • Definition and measurement of creativity
  • Integration in the Front End of Innovation
  • Insights into creative processes and creative cognition
  • Levers on creative thinking during ideation
  • Creativity along the innovation process
  • Linkage of creativity with prototyping and manufacturing
  • Business Model Innovation and Creativity
  • Management of networks for creativity
  • Incentivation for creativity
  • Research on creativity techniques
  • Use of collaboration tools for creativity
  • Role of innovation culture on creative processes
  • Boundaries of creativity and design
  • Individual and (interdisciplinary) team creativity
  • Similarities/differences between facilitating creativity and innovation

Moreover, studies on country comparisons influence of industry and firm size as well as gender-­‐related differences are in the scope of this Call for Papers.

Notes for prospective authors

Submitted  papers  must  not  have  been  previously  published  or  be  currently  under  consideration for publication elsewhere. All papers will be refereed by an international Special Issue Editorial Board through a double-­‐blind peer review process.

A  guide  for  authors,  sample  copies  and  other  relevant  information  is  available  at  http://www.worldscinet.com/ijim

In  addition,  selected  articles  will  be  invited  being  released  in  a  book  published  by  Imperial College Press.

Important Dates

Submission of manuscripts: April 1, 2015
Notification to authors: July 15, 2015
Revisions due: August 15, 2015
Second round decisions: October 15, 2015
Revisions due: NOvember 15, 2015
Final Editorial Decision: December 15, 2015
Journal publication: Spring 2016

References

Amabile, T. M., & Mukti, K. (2008). Creativity and the role of the leader. Harvard Business Review, 86(10), 100-­‐109.

Bilgram,  V.,  Brem,  A.,  &  Voigt,  K.-­‐I.  (2008).  User-­‐centric  innovations  in  new  product  development:  Systematic identification of lead users harnessing interactive and collaborative online-­‐tools. International Journal of Innovation Management, 12 (3), 419-­‐458.

Florida, R. (2002). The rise of the creative class. New York: Basic Books.

Plucker, J.A., & Beghetto, R.A. (2004). Why creativity is domain general, why it looks domain specific, and why the distinction doesn’t matter. In R.J. Sternberg, E.L. Grigorenko, & J.L. Singer (Eds.), Creativity: From potential to realization (pp. 153-­‐167). Washington, DC: American Psychology Association.

Puccio,  G.  J.,  &  Cabra,  J.  F.  (2012).  Idea  generation  and  idea  evaluation:  Cognitive  skills  and  deliberate  practices. In M. Mumford (Ed.), Handbook of Organizational Creativity (pp. 189-­‐215). San Diego, CA: Academic Press.

Richards, R. (2007). Everyday creativity: Our hidden potential. In R. Richards (Ed.), Everyday creativity and new views of human nature (pp. 25–54). Washington, DC: American Psychological Association.

Simonton, D. K. (1997). Creative productivity: A predictive and explanatory model of career trajectories and landmarks. Psychological Review, 104, 66–89.

Simonton,  D.  K.  (2013).  What  is  a  creative  idea?  Little-­‐C  versus  Big-­‐C  creativity.  In  K.  Thomas  &  J.  Chan  (Eds.), Handbook of Research on Creativity (pp.69-­‐83). Cheltenham, GL: Edward Elgar Publishing Limited.

Woodman, R. W., Sawyer, J.E., & Griffin, R.W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2), 293-­‐321.

 

 

 

Management Revue: Call for Papers – Innovation Management and Innovation Networks

Call for papers

Special Issue
Innovation Management and Innovation Networks

Innovation is the creation and transformation of new knowledge into new products, processes, or services that meet market needs. As such, innovation creates new businesses and is the fundamental source of growth in business and industry and can be the key driver for the creation of more sustainable economies and company strategies.

The ability to generate and sustain innovation has become critical for companies as markets grow more global, open, and competitive, and as customer expectations grow more diverse and demanding.

This special issue wants to cover the current issues in innovation management and innovation networks and is interested in topics like:

  • The impact of new sustainability requirements on the dynamic capabilities that a firm should develop and sustain to remain innovative and therewith competitive in turbulent environments. In particular, which new innovation capabilities are required to integrate environmental, social and financial objectives?
  • How, and under what conditions, do entrepreneurs in developing countries innovate? And what can be done to support innovation by entrepreneurs in developing countries?
  • Balancing capability building for radical and incremental innovations. Incremental innovation capabilities consist of skills and competences that refine existing products, while radical innovation capabilities are covering skills which are needed to significantly transform existing products or services. What kind of learning creates capabilities needed for the generation of incremental or of radical innovations? What kind of lessons can be taken respectively how to manage the process of developing capabilities in innovation management?
  • Analysis of innovation networks: Economic operations and thus innovations are embedded in social relations and structures. Therefore, the organizational units that create innovation are not individual businesses, but usually networks. From a resource point of view, networks hold a variety of advantages for their members, such as access to material and immaterial resources, information and knowledge. How can the new role of intermediaries as an architect of collective exploration and creation of knowledge in open innovation be described? What are the key variables in the process of managing innovation networks? Any kind of discussions and analysis of innovation networks are welcome.

This is not an exhaustive list.

Deadline
Full papers for this special edition of ‘management revue’ must be with the editors by July 31st, 2014. All submissions will be subject to a double blind review process. Please submit your papers electronically via the journal submission system at http://hermes.hsu-hh.de/mrev/ using ‘Innovation Management’ as article section.

Looking forward to hearing from you!

Susanne Gretzinger, University of Southern Denmark, Sønderborg
Simon Fietze, University of Southern Denmark, Sønderborg
Wenzel Matiaske, Helmut-Schmidt-University Hamburg (Germany)