Zeitschriftenartikel: „Innovation as a collective achievment“

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Aoki, Kei. „Collective Innovation with Users:“. Japan Marketing Journal 39, Nr. 2 (27.09.2019): 22–35. http://dx.doi.org/10.7222/marketing.2019.035.

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Pezet, Éric. „Innovation managériale et négociation collective“. Comptabilité - Contrôle - Audit 9, Nr. 3 (2003): 207. http://dx.doi.org/10.3917/cca.093.0207.

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Muthukrishna, Michael, und Joseph Henrich. „Innovation in the collective brain“. Philosophical Transactions of the Royal Society B: Biological Sciences 371, Nr. 1690 (19.03.2016): 20150192. http://dx.doi.org/10.1098/rstb.2015.0192.

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Innovation is often assumed to be the work of a talented few, whose products are passed on to the masses. Here, we argue that innovations are instead an emergent property of our species' cultural learning abilities, applied within our societies and social networks. Our societies and social networks act as collective brains . We outline how many human brains, which evolved primarily for the acquisition of culture, together beget a collective brain. Within these collective brains, the three main sources of innovation are serendipity, recombination and incremental improvement. We argue that rates of innovation are heavily influenced by (i) sociality, (ii) transmission fidelity, and (iii) cultural variance. We discuss some of the forces that affect these factors. These factors can also shape each other. For example, we provide preliminary evidence that transmission efficiency is affected by sociality—languages with more speakers are more efficient. We argue that collective brains can make each of their constituent cultural brains more innovative. This perspective sheds light on traits, such as IQ, that have been implicated in innovation. A collective brain perspective can help us understand otherwise puzzling findings in the IQ literature, including group differences, heritability differences and the dramatic increase in IQ test scores over time.

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4

Millan, Amado. „Identité collective et innovation alimentaire“. Social Science Information 30, Nr. 4 (Dezember 1991): 739–55. http://dx.doi.org/10.1177/053901891030004007.

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5

Aguiton, Christophe, und Dominique Cardon. „Web participatif et innovation collective“. Hermès 50, Nr. 1 (2008): 75. http://dx.doi.org/10.4267/2042/24155.

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6

Sadler, Evan. „Innovation adoption and collective experimentation“. Games and Economic Behavior 120 (März 2020): 121–31. http://dx.doi.org/10.1016/j.geb.2019.12.011.

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Schwabsky, Nitza, Ufuk Erdogan und Megan Tschannen-Moran. „Predicting school innovation“. Journal of Educational Administration 58, Nr. 2 (23.12.2019): 246–62. http://dx.doi.org/10.1108/jea-02-2019-0029.

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Purpose The purpose of this paper is to examine the role of collective teacher efficacy, academic press and faculty trust, all of which are components of academic optimism (AO), in predicting school innovation. In addition, the authors explored the extent to which faculty trust mediates the association between collective teacher efficacy and academic press with school innovation. Design/methodology/approach In all, 1,009 teachers from 79 schools in Northern Israel completed anonymous questionnaires about AO and innovation. Aggregation, descriptive statistics, bivariate correlation analyses and mediation analysis were performed to analyze the data. Findings Results showed that the components of AO, i.e., collective teacher efficacy, academic press and trust, were positively correlated to school innovation, and that trust mediated the relationship between collective teacher efficacy and school innovation. The study results confirmed that AO holds a significant predictive value in school innovation and highlights the importance of trust in supporting innovation. Practical implications As school leaders are challenged to foster innovative new practices in their schools, the findings suggest that they will need to know how to cultivate collective teacher efficacy, academic press and faculty trust. Originality/value This is the first study to examine the role of the components of AO in predicting innovation. By using a robust sample, the authors were able to examine the proposed school-level model with respect to the factors that affect school innovation. Originality also lies in the organizational approach to educational innovation in relation to faculty’s beliefs and behaviors.

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Deruelle, Valérie, und Jean-Luc Metzger. „Prévenir l’isolement par l’« innovation collective » ?“ Le travail humain 78, Nr. 1 (2015): 67. http://dx.doi.org/10.3917/th.781.0067.

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Rey-García, Marta, Nuria Calvo und Vanessa Mato-Santiso. „Collective social enterprises for social innovation“. Management Decision 57, Nr. 6 (10.06.2019): 1415–40. http://dx.doi.org/10.1108/md-01-2017-0091.

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Purpose Cross-sector partnerships (CSPs) are one type of collective social enterprise that has gained importance as a vehicle for social innovation (SI). The purpose of this paper is to understand the sources of the competitive advantage of CSPs as a strategic option for SI. Design/methodology/approach The authors propose a conceptual framework that integrates two interrelated dimensions of CSP competitiveness – resources and coordination – and their corresponding indicators. Then, the authors apply it to an in-depth case study through qualitative enquiry of a large CSP in the field of work integration during its formation and implementation stages (2012–2016). The authors employ a case study design with process tracing methods for increased validity, analyzing structured data from multiple sources (documentary, in-depth interviews with field experts and key decision-makers in coordinating partner organizations, direct observations) through narrative and visual mapping strategies. Findings Results illustrate the dynamic interaction between the key dimensions and factors that shape the potential and limitations of CSPs for SI and evidence three types of tensions which management influences partnership outcomes: hierarchical/horizontal commitment; competition/collaboration; and managerial efficiency/social transformation. Originality/value This research highlights the pivotal role of product development for the organizing of SI in a CSP context and proposes a conceptual framework that paves the way for future research on the sources of competitive advantage of CSPs, facilitating the assessment of their performance in terms of socially innovative outcomes.

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Lee und Jin. „How Collective Intelligence Fosters Incremental Innovation“. Journal of Open Innovation: Technology, Market, and Complexity 5, Nr. 3 (08.08.2019): 53. http://dx.doi.org/10.3390/joitmc5030053.

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The study aims to identify motivational factors that lead to collective intelligence and understand how these factors relate to each other and to innovation in enterprises. The study used the convenience sampling of corporate employees who use collective intelligence from corporate panel members (n = 1500). Collective intelligence was found to affect work process, operations, and service innovation. When corporate employees work in an environment where collective intelligence (CI) is highly developed, work procedures or efficiency may differ depending on the onset of CI. This raises the importance of CI within an organization and implies the importance of finding means to vitalize CI. This study provides significant implications for corporations utilizing collective intelligence services, such as online communities. Firstly, such corporations vitalize their services by raising the quality of information and knowledge shared in their workplaces; and secondly, contribution motivations that consider the characteristics of knowledge and information contributors require further development.

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Yun, JinHyo Joseph, EuiSeob Jeong, Xiaofei Zhao, Sung Deuk Hahm und KyungHun Kim. „Collective Intelligence: An Emerging World in Open Innovation“. Sustainability 11, Nr. 16 (19.08.2019): 4495. http://dx.doi.org/10.3390/su11164495.

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Responding to the lack of empirical research on the effect of collective intelligence on open innovation in the fourth industrial revolution, we examined the relationship between collective intelligence and open innovation. Collective intelligence or crowd innovation not only produces creative ideas or inventions, but also moderates any firm to innovate inside-out, outside-in, or in a coupled manner. We asked the following research questions: Does collective intelligence (or crowd innovation) motivate open innovation? Is there any difference in the effect of collective intelligence on open innovation by industry? These research questions led to the following three hypotheses: (1) Collective intelligence increases the performance of a firm, (2) collective intelligence will moderate the effect of open innovation, and (3) differences exist between the automotive industry and the pharmaceutical industry in these two effects. To empirically examine these three hypotheses, we analyzed the registered patents of these two industries from 2000 to 2014 over a 15-year period. These automotive and pharmaceutical patents were registered in the B60 category and the A61K category of the Korea Patent office, respectively. Collective intelligence was measured by co-invention. We found differences in the effects of collective intelligence on open innovation between the two industries. In the automotive industry, collective intelligence not only directly increased the performance, but also indirectly moderated the open innovation effect. However, this was not the case for the pharmaceutical industry.

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MIZUNO, Yukari. „Collective Strategy for Implementing Innovation in SMEs“. Annals of Business Administrative Science 13, Nr. 3 (2014): 153–68. http://dx.doi.org/10.7880/abas.13.153.

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Hargrave, Timothy J., und Andrew H. Van De Ven. „A Collective Action Model of Institutional Innovation“. Academy of Management Review 31, Nr. 4 (Oktober 2006): 864–88. http://dx.doi.org/10.5465/amr.2006.22527458.

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Morgan, Gareth. „Innovation: tapping into the online collective brain“. New Scientist 208, Nr. 2781 (Oktober 2010): 24. http://dx.doi.org/10.1016/s0262-4079(10)62456-6.

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Sigwalt, Annie, Guillaume Pain, Antoine Pancher und Aurélie Vincent. „Collective Innovation Boosts Biodiversity in French Vineyards“. Journal of Sustainable Agriculture 36, Nr. 3 (März 2012): 337–52. http://dx.doi.org/10.1080/10440046.2011.654008.

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Stuermer, Matthias, Sebastian Spaeth und Georg von Krogh. „Extending private-collective innovation: a case study“. R&D Management 39, Nr. 2 (März 2009): 170–91. http://dx.doi.org/10.1111/j.1467-9310.2009.00548.x.

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Garriga, Helena, Efe Aksuyek, Fredrik Hacklin und Georg von Krogh. „Exploring social preferences in private–collective innovation“. Technology Analysis & Strategic Management 24, Nr. 2 (Februar 2012): 113–27. http://dx.doi.org/10.1080/09537325.2012.647638.

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Pazderka, Bohumír, und Klaus Stegemann. „Pharmaceutical Innovation as a Collective Action Problem“. Journal of World Intellectual Property 8, Nr. 2 (März 2005): 157–91. http://dx.doi.org/10.1111/j.1747-1796.2005.tb00245.x.

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Morgan, Kevin. „Collective entrepreneurship: the Basque model of innovation“. European Planning Studies 24, Nr. 8 (23.02.2016): 1544–60. http://dx.doi.org/10.1080/09654313.2016.1151483.

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Schoellhammer, Sarah, und Stephen Gibb. „Collectively innovating; modelling responsible exposure in heterarchical organisations“. International Journal of Innovation Science 12, Nr. 1 (09.12.2019): 127–41. http://dx.doi.org/10.1108/ijis-03-2019-0023.

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Purpose This paper aims to develop a model of collective innovation, with respect to innovation strategy, structure and culture in heterarchies. The enabling of collective innovation in heterarchies is conceptualised as “responsible exposure”. Design/methodology/approach A study adopting cross-case analysis was undertaken with five organisations perceived to have heterarchical characteristics. These included one small company, two medium-sized companies and two larger companies, all were European. Data from semi-structured interviews, a survey of staff and other sources provide evidence of collective innovation practices. Findings The cross-case analysis suggests that the management of collective innovation is different from “classic” innovation management. It is more about enabling “responsible exposure” than the management of “shelter” for collective innovation. Research limitations/implications The strength of cross-case analysis and conceptual framework validation is limited by the cases being all from the European region. Practical implications What strategy, structure and culture for “responsible exposure” may mean can be described. Heterarchies will always be relatively rare, though lessons from how they enable collective innovation can be more widely learned. Lessons for the wider population of organisation that combine hierarchical and heterarchical characteristics and seek greater innovation are identified. Social implications Collective innovation, which requires “responsible exposure” has implications for the capabilities of managers and professionals concerned with innovation. Originality/value The cross-case analysis of innovation in heterarchies is original, leading to the description of a model of “responsible exposure” for collective innovation.

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Beau, Francis. „Innovation et systèmes complexes“. Acta Europeana Systemica 9 (07.07.2020): 35–50. http://dx.doi.org/10.14428/aes.v9i1.56003.

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Partant de cette idée que le progrès doit être méthodologique avant d’être technologique, la démarche scientifique doit pouvoir renouer avec une « épistémè classique » préconisant ordre et méthode, pour relever avec prudence le défi du modernisme. La complexité de l’administration de notre maison commune (l’économie) considérée comme un écosystème de l’innovation peut être abordée comme un problème d’exploitation d’un capital de connaissances à mettre en valeur avec intelligence. Dans le contexte de « révolution culturelle et cognitive » dont l’électronique et le numérique ne sont que des marqueurs technologiques à effet sur l’ensemble du spectre scientifique et, plus largement, sur l’ensemble du fonctionnement complexe de nos sociétés humaines, une « intelligence collective » s’impose, mettant l’information et l’anticipation par l’innovation, au service de la performance collective et du progrès social. Cette « intelligence économique » dont la finalité est de satisfaire l’intérêt général pour l’édification d’un bien commun, peut s’appuyer sur une mémoire collective et un langage documentaire commun qui l’organise, pour produire une pensée systémique collégiale susceptible d’assurer la résilience de sociétés engagées dans une transformation extraordinairement profonde. En regard de la complexité illimitée de son objet, cette pensée est simple : essentiellement pratique, car orientée vers l’action, elle aborde les systèmes dans leur ensemble au travers d’une grille conceptuelle déterminée par la situation et par l’intention collective. Le langage qui la sert dans une mémoire documentaire, pour inscrire l’activité cognitive d’une collectivité dans la durée autour d’un besoin commun qui lui donne sens, peut s’avérer d’un usage aussi courant qu’une langue maternelle, en s’appuyant sur une organisation logique naturelle inspirée des mécanismes sensoriels à l’oeuvre dans nos systèmes cognitifs individuels.

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Pénin, Julien. „Three Consequences of Considering Innovation as a Collective Process and Knowledge as a Collective Good“. Journal of Information & Knowledge Management 04, Nr. 01 (März 2005): 15–27. http://dx.doi.org/10.1142/s0219649205001006.

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Following the seminal work of Arrow (1962) and Nelson (1959) innovation is traditionally viewed as an individual process involving isolated agents connected only through market interactions and the outcome of this process, knowledge, is assumed to share the properties of a public good. Once produced, knowledge is supposed to spill over, i.e., to benefit other agents in the economy instantly. Departing from this approach we adopt here the view that innovation is a collective and interactive process and that knowledge is a collective good, in the sense that it flows only within networks or clubs. This shift of vision helps to improve our understanding of several points dealing with the innovation process. In this paper, we explore three of these points: the absorption of external knowledge, firms' strategies of knowledge management (secrecy versus disclosure) and innovation public policies.

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Naikteas Bano, Elinora, Oktovianus R. Sikas und Fried Markus Allung Blegur. „Pelatihan Penggunaan Perangkat Lunak GeoGebra dalam Pembelajaran Matematika bagi Guru-guru SMA di Wilayah Insana dan Biboki“. JATI EMAS (Jurnal Aplikasi Teknik dan Pengabdian Masyarakat) 5, Nr. 1 (05.04.2021): 25. http://dx.doi.org/10.36339/je.v5i1.353.

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Average National Examination score in 2019 for Mathematics Study Program territory North Central Timor (TTU) was 31.15. This achievment is the lowest average score of the other exams, both at the level TTU district, NTT province, and Nationals. Low learning innovation and teacher creativity often become problems in learning mathematics. Some schools in TTU have average scores below the district average that is Biboki dan Insana selected and trained to utilize software GeoGebra. This training begins with an introduction about GeoGebra and followed by training to solve various mathematical problems using GeoGebra. Then the proses follow-up with distribution of GeoGebra tutorial videos and ongoing mentoring and guidance. After training, 52.38% of partisipants ready to use GeoGebra in their lessons.

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Dixon, Carol. „Innovation through Collaboration“. Transfers 5, Nr. 3 (01.12.2015): 136–41. http://dx.doi.org/10.3167/trans.2015.050311.

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The true meaning of collaborative contemporary arts practice is personified by El Hadji Sy (El Sy), the internationally renowned painter, curator and live performance installationist who – along with fellow Senegalese intellectual and activist Issa Samb and theatre director Yussufa John – founded the influential Dakar-based collective Laboratoire AGIT’ART.

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Oliveira, Pedro Miguel, und Maria Manuela Natário. „Territorial innovation systems and strategies of collective efficiency“. European Journal of Innovation Management 19, Nr. 3 (08.08.2016): 362–82. http://dx.doi.org/10.1108/ejim-07-2014-0072.

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Purpose – The purpose of this paper is to show the relevance of territorial innovation systems approach for non-central regions’ development strategies. The research made allowed to identify actions of collective efficiency to strengthen endogenous capacity for regional innovation, and also to detect some institutional weaknesses that inhibit the innovation dynamics in a particular rural region (Tagus Valley). Design/methodology/approach – The research followed an interpretive case study, of explanatory type. Data collecting method comprised semi-structured face-to-face interviews with business agents and local government members, direct observation of innovation activities and documentary analysis. Statistical methods to analyse the firms’ innovation behaviour, as well as owners and managers’ perceptions, were also used in order to improve the trustworthiness of the research. Findings – The results show that innovation is positively associated to a diverse set of institutional factors that shape a territorially embedded innovation system, in which the firms’ innovation activity is chiefly based on localized learning processes. Moreover, a path of smart and creative diversification area is detected, but there are substantial differences between firms belonging to agro-food supply chain. While food industries and wineries show very interesting levels of investment in innovation activities and external knowledge synergies, farmers/producers depend greatly from producers’ organizations. Research limitations/implications – Given the absence of generalizability and some speculative argumentation, further research needs to be done, especially about the critical role of higher education institutions to promote innovation. Practical implications – The paper provides empirical insights about the role of actors belonging to the governance layer inherent to the territorial innovation system in discussion. Originality/value – The paper fulfils an identified need to systematize institutional factors able to affect non-central regions innovation.

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Hu, Weiwei, und Di Zheng. „Research on the influence of team i-deals level on team innovation-from the perspective of collective thriving“. E3S Web of Conferences 251 (2021): 03087. http://dx.doi.org/10.1051/e3sconf/202125103087.

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Based on the social cognition theory, this study explores how the median value of i-deals group influences team innovation through collective thriving, and the moderating role of chaxu climate in it. Through the empirical analysis of 367 questionnaires (70 supervisors’ questionnaires and 297 employees’ questionnaires) from 70 teams, it is proved that collective thriving has an mediating effect between team i-deals and team innovation, while chaxu climate positively regulates the positive impact of collective thriving on team innovation, that is, the higher the chaxu climate, the stronger the positive impact of collective thriving on team innovation.

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Cotic-Svetina, Anja, Marko Jaklic und Igor Prodan. „Does collective learning in clusters contribute to innovation?“ Science and Public Policy 35, Nr. 5 (01.06.2008): 335–45. http://dx.doi.org/10.3152/030234208x319357.

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Vasconcelos Gomes, Leonardo Augusto de, Mario Sergio Salerno, Robert Phaal und David R. Probert. „How entrepreneurs manage collective uncertainties in innovation ecosystems“. Technological Forecasting and Social Change 128 (März 2018): 164–85. http://dx.doi.org/10.1016/j.techfore.2017.11.016.

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Makhdoom, Habib ur Rehman, Cai Li und Shoaib Asim. „Diffusion of innovation through individual and collective entrepreneurship“. Asia Pacific Journal of Innovation and Entrepreneurship 13, Nr. 1 (15.04.2019): 89–107. http://dx.doi.org/10.1108/apjie-06-2018-0040.

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PurposeThis paper aims to develop an original framework of innovation and to explore the complexity of association between individual and collective (team-based) entrepreneurship, and their simultaneous impacts on innovation in context of small and medium enterprises (SMEs).Design/methodology/approachAn integral theoretical framework is developed to encourage innovation and the hypothetical relations are tested with the help of structural equation modeling (SEM) through AMOS. Data were gathered through survey technique and the questioners were distributed through email among 700 entrepreneurs from SMEs operating in five major industrial cities of Punjab province Pakistan.FindingsThe results of SEM analyses confirm that both the individual entrepreneur and the collective efforts of all the business members contribute to innovation in SMEs. Entrepreneur’s personality traits have a direct positive impact on innovation while the centralized decision-making by entrepreneur is not associated with innovation. Centralized decision-making is found to be negatively associated with communication and have insignificant positive association with collaboration. Factors associated with the team-based entrepreneurship like communication and collaboration among members of the SME’s contribute to the entrepreneurial orientation and collective entrepreneurship. Entrepreneurial orientation and collective entrepreneurship have direct positive impact on innovation in SMEs.Practical implicationsIt is imperative for SMEs to encourage decentralized organizational culture and participative leadership to bring innovation into their products and processes and further to improve their competitive advantage.Originality/valueTo the best of author knowledge, present study is a first attempt that explores the complex association between individual and team-based entrepreneurship and further, empirically investigate the simultaneous impacts of these variables on innovation in context of SMEs.

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Hennala, Lea, und Helinä Melkas. „Understanding Users’ Collective Voice in Public Service Innovation“. Knowledge and Process Management 23, Nr. 1 (Januar 2016): 62–72. http://dx.doi.org/10.1002/kpm.1498.

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STORPER, M. „Innovation as Collective Action: Conventions, Products and Technologies“. Industrial and Corporate Change 5, Nr. 3 (01.01.1996): 761–90. http://dx.doi.org/10.1093/icc/5.3.761.

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Salem, Deborah A., Pennie G. Foster-Fishman und Jessica R. Goodkind. „The Adoption of Innovation in Collective Action Organizations“. American Journal of Community Psychology 30, Nr. 5 (Oktober 2002): 681–710. http://dx.doi.org/10.1023/a:1016373215689.

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Bianchi, Patrizio V., und Lee M. Miller. „Innovation and collective action: The dynamics of change“. Structural Change and Economic Dynamics 7, Nr. 2 (Juni 1996): 193–206. http://dx.doi.org/10.1016/0954-349x(95)00041-k.

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Parjanen, Satu, und Mirva Hyypiä. „Innotin game supporting collective creativity in innovation activities“. Journal of Business Research 96 (März 2019): 26–34. http://dx.doi.org/10.1016/j.jbusres.2018.10.056.

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Pyo, Sangjae, Hyoung-Ryul Ma, Sumi Na und Dong-Hoon Oh. „The Crowdfunding Model, Collective Intelligence, and Open Innovation“. Journal of Open Innovation: Technology, Market, and Complexity 7, Nr. 3 (02.09.2021): 196. http://dx.doi.org/10.3390/joitmc7030196.

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In recent years, crowdfunding has attracted the attention of tech startups. It has become a good alternative way to readily raise funds, especially during the early startup stages. However, in the case of mass intelligence, it is quite difficult to ensure the accuracy and reliability of knowledge. Individual investors who are not experts in science and technology often face difficulties investing in technology companies. In this regard, a new type of collective intelligence formed by accredited professionals needs to be attempted. This paper explores an alternative crowdfunding model for enhancing access to technology investments by the general population through an investor acceptance model. We developed an investor acceptance model to examine how the crowdfunding model involving scientists and engineers is adopted by individual investors using survey data from the general population. The results revealed that individual investors have a positive attitude towards investing through the crowdfunding model when they perceive that the information provided by a group of scientific experts is useful. We found that the perceived usefulness of the information from scientists and engineers is affected by the perceived quality of the information and perceived credibility of the scientists and engineers. We also suggest a basic concept for the crowdfunding model utilizing the collective intelligence of scientists and engineers for tech startups. The results could suggest a policy direction for promoting innovation.

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Howson, Helen. „Disruptive and collective Leadership driving innovation and transformation“. International Journal of Integrated Care 20, Nr. 3 (26.02.2021): 218. http://dx.doi.org/10.5334/ijic.s4218.

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Totterdill, Peter. „Workplace Innovation as Regional Development“. Concepts and Transformation 4, Nr. 1 (15.10.1999): 23–43. http://dx.doi.org/10.1075/cat.4.1.03tot.

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Regeneration, whether of companies, sectors or regions, must increasingly be led by knowledge and innovation. The critical need is to reconstitute the public sphere as a forum for collective action. New organizational structures are central to this project and intelligent models of organization are hesitantly emerging — at the level of the workplace, the industrial sector and the region. Regions are particularly significant for their ability to act as focal points for the convergence of economic opportunities, technologies, human resources and culture, becoming centers of collective learning. Regional competitiveness depends on the ability to unlock such resources through the creation of new partnerships and dialogue.

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Joachim Breunig, Karl, Tor Helge Aas und Katja Maria Hydle. „Incentives and performance measures for open innovation practices“. Measuring Business Excellence 18, Nr. 1 (11.03.2014): 45–54. http://dx.doi.org/10.1108/mbe-10-2013-0049.

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Purpose – To guarantee alignment between ongoing activities and organizational goals, innovation management theory emphasizes management control and explicit innovation strategies as prerequisites for innovation performance. However, the theory on open services innovation emphasizes individual autonomy and incentives to foster open innovations. The aim of this paper is to explore this inconsistency. Design/methodology/approach – An explorative research design involving 25 semi-structured interviews in five large scale-intensive service firms is explored. Scale-intensive service firms are strategically sampled for this study since these firms experience tension between open service innovation characteristics and efforts to standardize. Findings – The authors show how individual autonomy facilitates the internal and external networking required in open innovations. However, individualized incentives do not suffice to motivate, mobilize and direct the collaboration and collective effort needed to ensure successful implementation of open innovation processes. Innovation performance is a collective effort, and the findings suggest that firms' business strategy works as a collective incentive system. Practical implications – The findings imply that firms should not rely on individualized incentives alone to implement open innovation processes successfully. The implementation of more collectively oriented incentives is also necessary to motivate the collective effort required to succeed with open innovation. Originality/value – The study extends previous work and shows how innovation practices are collective efforts that also involve the mobilization of external resources. The incentives observed have an effect on individual behaviour, while performance measures, to a larger degree, cater to the collective level. The authors present three propositions for further empirical investigation.

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CARTON, SABINE, ISABELLE CORBETT-ETCHEVERS, ARMELLE FARASTIER und SANDRINE FINE-FALCY. „DIVERSITY OF PERCEPTION OF THE DYNAMICS BETWEEN COLLECTIVE IDENTITY AND INNOVATION IN COMMUNITIES OF PRACTICE“. International Journal of Innovation Management 25, Nr. 05 (05.02.2021): 2150057. http://dx.doi.org/10.1142/s1363919621500572.

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The paper explores how the collective identity of a community of practice contributes to the development of innovation capacity. Specifically, we question how members’ perception of collective identity influences their perception of individual and collective capacity to innovate, whether different dynamics are at work between collective identity and innovation capacity, and finally how individual factors can explain these different dynamics. Empirically, we studied the communities of practice at Schneider Electric, a world leading company in energy management and automation. We surveyed 672 members of communities of practice in order to understand their relationship to their community. Our findings highlight the relationship between the perception of CoP collective identity and innovation capacity and suggest that (1) the three dimensions of collective identity play a role on members’ perception of knowledge sharing and CoP contribution to innovation capacity and also that (2) this influence may act differently depending on members’ profiles.

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Yun, Jinhyo Joseph, Euiseob Jeong, Sangwoo Kim, Heungju Ahn, Kyunghun Kim, Sung Deuk Hahm und Kyungbae Park. „Collective Intelligence: The Creative Way from Knowledge to Open Innovation“. Science, Technology and Society 26, Nr. 2 (06.05.2021): 201–22. http://dx.doi.org/10.1177/09717218211005604.

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This study aims to answer the following research question: Is there any difference in the effects of collective intelligence on the open innovation between before (2001–2005) and after (2011–2015) of the introduction of smartphones and crowd web services regarding electronics and mathematics? The research method of this study includes multiple regression analysis, including (1) the effect of collective intelligence on open innovation (i.e., the number of citations), (2) the effect of the amount of knowledge (i.e., the number of references) on open innovation and (3) the moderating effect of the amount of knowledge (i.e., the number of references) between collective intelligence and open innovation. The research scope of this study is Scopus published papers from two periods, namely, 2001–2005 and 2011–2015. The scope here is limited to mathematics and electronics. According to the research conducted here, if the amount of knowledge increases in an economic system, collective intelligence will increasingly motivate open innovation. The implication of this study is that there are diverse methods for collective intelligence to impact open innovation and the consequent results.

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Beckwith, Karen. „Hinges in Collective Action: Strategic Innovation in The Pittston Coal Strike“. Mobilization: An International Quarterly 5, Nr. 2 (01.09.2000): 179–99. http://dx.doi.org/10.17813/maiq.5.2.th8tv810m8m06675.

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Employing the case of the United Mine Workers of America (UMWA) 1989-1990 strike against the Pittston Coal Group, this article examines the UMWA collective action repertoire and the possibility of its transformation during the strike. The concepts of modularity and collective action repertoire highlight the UMWA's experimentation with different collective actions, its importation of actions new to the union, and its elimination of unsuccessful or high-risk elements that had been part of the union's conventional strike practices. This article introduces the concept of a "hinge in collective action" as a way of understanding changes in the UMWA's change in repertoire, and concludes with reflections on directions for future research.

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EBERSBERGER, BERND, CARTER BLOCH, SVERRE J. HERSTAD und ELS VAN DE VELDE. „OPEN INNOVATION PRACTICES AND THEIR EFFECT ON INNOVATION PERFORMANCE“. International Journal of Innovation and Technology Management 09, Nr. 06 (Dezember 2012): 1250040. http://dx.doi.org/10.1142/s021987701250040x.

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This paper develops an indicator framework for examining open innovation practices and their impact on performance. The analysis, which is based on Community Innovation Survey (CIS) data for Austria, Belgium, Denmark and Norway, yields a number of interesting results. First, we find that open innovation practices have a strong impact on innovation performance. Second, results suggest that broad-based approaches yield the strongest impacts, and that the collective of open innovation strategies appear more important than individual practices. Third, intramural investments are still important for innovative performance, stressing that open innovation is not a substitute for internal knowledge building.

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Gächter, Simon, Georg von Krogh und Stefan Haefliger. „Initiating private-collective innovation: The fragility of knowledge sharing“. Research Policy 39, Nr. 7 (September 2010): 893–906. http://dx.doi.org/10.1016/j.respol.2010.04.010.

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Alexy, Oliver, und Markus Reitzig. „Private–collective innovation, competition, and firms’ counterintuitive appropriation strategies“. Research Policy 42, Nr. 4 (Mai 2013): 895–913. http://dx.doi.org/10.1016/j.respol.2013.01.004.

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Lin, Ming Ji James, Min Yueh Chuang und Kuan Liang Wei. „Relationships between collective learning, absorptive capacity, and innovation performance“. International Journal of Innovation and Learning 16, Nr. 3 (2014): 338. http://dx.doi.org/10.1504/ijil.2014.064733.

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Capello, Roberta, und Alessandra Faggian. „Collective Learning and Relational Capital in Local Innovation Processes“. Regional Studies 39, Nr. 1 (Februar 2005): 75–87. http://dx.doi.org/10.1080/0034340052000320851.

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Rietzschel, Eric F. „Collective regulatory focus predicts specific aspects of team innovation“. Group Processes & Intergroup Relations 14, Nr. 3 (11.03.2011): 337–45. http://dx.doi.org/10.1177/1368430210392396.

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Mitra, Jay. „Making connections: innovation and collective learning in small businesses“. Education + Training 42, Nr. 4/5 (Juni 2000): 228–37. http://dx.doi.org/10.1108/00400910010373679.

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Mele, Cristina, Tiziana Russo-Spena, University of Naples Federico, Jaqueline Pels und Marco Tregua. „Social business innovation: A fresh conceptualisation of collective practices“. Social Business 10, Nr. 1 (01.03.2020): 5–34. http://dx.doi.org/10.1362/204440820x15813359568246.

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Purpose The aim of this paper is to offer a comprehensive understanding of social business innovation by addressing both its conceptualisation and its process. Design/Methodology/Approach Because this multifaceted and complex field is still emerging, we chose to adopt a qualitative research approach. We set out to explore cases in which social and business objectives were combined. We investigated B-Corporations, as this is a type of company that uses business models to solve social and environmental problems. Findings Social business innovation prompts the emergence of new practices enabling social transformation and collective value co-creation processes, increasing actors' well-being and a service ecosystem's viability. Limitations This research focuses on firms' perspectives. The analysis of societies, as the contexts in which effects take place, could have more completely identified the social business innovation processes. Implications This work frames social business innovation as an integrated concept and does not support the idea of social and business as two separate issues capable of being joined according to contextual and occasional opportunities. Contributions This paper offers a fresh view of social business innovation as a new integrated approach to address the complexity of the social issue as well as the business endeavour.

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Devaux, André, Douglas Horton, Claudio Velasco, Graham Thiele, Gastón López, Thomas Bernet, Iván Reinoso und Miguel Ordinola. „Collective action for market chain innovation in the Andes“. Food Policy 34, Nr. 1 (Februar 2009): 31–38. http://dx.doi.org/10.1016/j.foodpol.2008.10.007.

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