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Book part
Publication date: 20 January 2022

Wayne R. Johnson

Organizations may fail to innovate because receivers exhibit bias against adopting creative ideas. This paper explores many motivational, cognitive, and affective factors that can…

Abstract

Organizations may fail to innovate because receivers exhibit bias against adopting creative ideas. This paper explores many motivational, cognitive, and affective factors that can cause receivers to hinder the creativity–innovation process. In particular, receivers may engage in motivated reasoning and skepticism against creative ideas, face barriers to recognizing creative value, and experience negative affect when receiving creative ideas. Each creative adoption decision point during the creativity–innovation process is an opportunity for bias to derail progress. This helps explain why innovation can be so difficult. Understanding the biases that hinder the creativity–innovation process allows individuals and organizations to take action to mitigate them.

Details

The Generation, Recognition and Legitimation of Novelty
Type: Book
ISBN: 978-1-80117-998-0

Keywords

Article
Publication date: 1 July 1988

Paul Michell

Interorganisational decision making on creativity appears to have similar characteristics to those of the conventional organisational buying process. The composition of decision

Abstract

Interorganisational decision making on creativity appears to have similar characteristics to those of the conventional organisational buying process. The composition of decision‐making units correlates closely with the costs and risks involved in decisions on new campaigns, extended campaigns and routine creativity. Decisions are taken at high levels, with chief executive officers active at key periods. Top management involvement is high when perceived outcomes are high in cost, high in risk, and highly visible. Product managers' authority levels appear to reflect their past performance record, the number of decision tiers, and the degree of communications openness.

Details

European Journal of Marketing, vol. 22 no. 7
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 4 January 2013

Vesna Čančer and Matjaž Mulej

The purpose of this paper is to present the adapted model per phases of the creative problem solving (CPS) process, where multi‐criteria decision making (MCDM) methods are used in…

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Abstract

Purpose

The purpose of this paper is to present the adapted model per phases of the creative problem solving (CPS) process, where multi‐criteria decision making (MCDM) methods are used in the decision‐making phase. Also, to adapt and complete the steps of the six‐question technique, in order to establish the criteria's importance.

Design/methodology/approach

The framework procedure of MCDM, together with the Dialectical Systems Theory's guidelines when solving complex problems has already been introduced. The procedure was well‐verified in practice, but lacked the support of creative qualitative techniques in defining problems, and in generating and choosing alternatives. To eliminate this deficiency, in terms of prescriptive approach, the authors adapted the phases of the CPS process, where MCDM methods are used when choosing alternatives, and completed the steps of the six‐question technique to establish the criteria weights. The discrete Choquet integral was used to consider interactions among criteria.

Findings

The article shows that creative approaches are not limited to merely problem definitions and problem structuring. They can also be used in typically analytical steps in the framework procedure.

Research limitations/implications

The completed and adapted phases of the CPS process can allow the mutual assistance of creative and decision‐making methods when solving problems – a step forward to holism.

Practical implications

This article develops and introduces the use of the six‐question technique, in the establishment of criteria weights.

Originality/value

The innovative aspect of this article is that it adapts and completes the CPS process so that MCDM methods can be used when choosing alternatives. It extends the use of creative approaches to typically analytical steps of MCDM, where synergies and redundancies among criteria are considered.

Details

Kybernetes, vol. 42 no. 1
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 1 March 1987

Tudor Rickards

It has been recently argued that managers do not use creative problem‐solving techniques because of concerns about managing the ideas produced. This paper examines five different…

Abstract

It has been recently argued that managers do not use creative problem‐solving techniques because of concerns about managing the ideas produced. This paper examines five different ways of “closing down” during creative problem solving, and suggests factors which influence the selection of a technique: voting is the preferred choice for consensus‐seeking; clustering is a means of transforming data qualitatively; hurdles provide a means of managing data arriving over disparate time periods; weighting is best reserved for standard and quantifiable data; while gut feel can deal best with decision making involving “fuzzy” data. A psychological rationale for the use of the various techniques is proposed, and a contingency model of decision making developed which may give managers confidence to experiment with the creative problem‐solving mechanisms for generating options, because of increased knowledge of effective mechanisms subsequently for closing down those options.

Details

Journal of Managerial Psychology, vol. 2 no. 3
Type: Research Article
ISSN: 0268-3946

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Article
Publication date: 1 August 1977

J.R. Wills and J.K. Ryans

This second part examines the role of headquarters management in international advertising from a decision making viewpoint. It presents the results of a study conducted among…

Abstract

This second part examines the role of headquarters management in international advertising from a decision making viewpoint. It presents the results of a study conducted among twenty‐eight US‐based multinational corporations, focusing on the four key international advertising decision areas of establishing objectives, establishing the budget, determining a creative strategy and media selection.

Details

European Journal of Marketing, vol. 11 no. 8
Type: Research Article
ISSN: 0309-0566

Article
Publication date: 3 April 2009

WoonBong Na, Roger Marshall and Arch G. Woodside

The purpose of this paper is to report the use of decision system analysis (DSA) mapping the streams of communications (i.e. interactions), thoughts, actions and decisions

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Abstract

Purpose

The purpose of this paper is to report the use of decision system analysis (DSA) mapping the streams of communications (i.e. interactions), thoughts, actions and decisions involved for advertising agencies as executives in these firms gain client approval, and design creative, promotional and media strategies.

Design/methodology/approach

This study uses DSA. This little‐used technique requires protocol analysis, interviews and observation before transcription of the organizational decision processes into flow charts.

Findings

The research first identifies four models, describing four specific decision types, then derives a general model from them. Executives from four agencies not in the original sample later confirms the models. The models generally confirm the existing knowledge base, with a few minor exceptions.

Research limitations/implications

This qualitative technique suffers the common malady of the researchers losing objectivity because of their immersion in the case‐companies. Wherever possible the research employs quantitative techniques to verify observational judgments.

Practical implications

The “thick description” and the summary charts of the advertising agency decision processes have the potential to aid agency decision makers to better structure their decision processes.

Originality/value

The findings themselves are of significance to those involved in the advertising industry, and there is an element of originality in the classification and the thick descriptions of advertising agency decision systems. The resurrection of DSA and the demonstration that the technique is viable and valuable is also a contribution of the study.

Details

Qualitative Market Research: An International Journal, vol. 12 no. 2
Type: Research Article
ISSN: 1352-2752

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Article
Publication date: 1 July 1987

Paul C. Michell

Creative role‐reversal training is demonstrated to be a powerful instrument for improving the creative and creative‐related effectiveness of product managers and agency account…

Abstract

Creative role‐reversal training is demonstrated to be a powerful instrument for improving the creative and creative‐related effectiveness of product managers and agency account managers. Beneficial results appear to have been maintained into the longer term, with greater confidence and professional compatibility achieved with the agency creative development. The Learning Style Inventory developed by Kolb and Fry was used to evaluate participants' learning styles, and Behaviourally Anchored Rating Scales were used to measure effective‐ineffective course performance.

Details

European Journal of Marketing, vol. 21 no. 7
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 16 January 2009

Robert G. Isaac, Irene M. Herremans and Theresa J.B. Kline

The management of intellectual capital (IC) within organizations depends on appropriate organizational structures and characteristics. This paper seeks to argue that certain…

2161

Abstract

Purpose

The management of intellectual capital (IC) within organizations depends on appropriate organizational structures and characteristics. This paper seeks to argue that certain structural, cultural, and climate characteristics will lead to more effective IC management.

Design/methodology/approach

The paper reviews the theoretical and empirical IC literature, as well as the literatures regarding organic environments, trust, participative decision making, and creative renewal processes, to develop a model relating to the antecedent conditions necessary for the management of IC.

Findings

The model developed will assist researchers in the identification and exploration of variables linked to the effective management of IC within organizations.

Practical implications

It is concluded that managers of organizations need to create organic structures, build trust with employees, encourage creative renewal, and develop participative decision‐making processes.

Originality/value

By integrating several fields of the literature that relate to IC management, the paper suggests propositions that deserve future research consideration.

Details

Journal of Intellectual Capital, vol. 10 no. 1
Type: Research Article
ISSN: 1469-1930

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Article
Publication date: 1 July 1991

Adebowale Akande

A definition of “Creativity in Management” isadvanced as referring to the ability to solveproblems in an exceptionally competent andoriginal way. Creative managers are people…

Abstract

A definition of “Creativity in Management” is advanced as referring to the ability to solve problems in an exceptionally competent and original way. Creative managers are people who, by their own abilities and propensities or through learning, can receive great satisfaction from creative processes that are accompanied by new, original, adaptive (serving a function), meaningful and fully developed (competent) products. Since creativity is an ability, it must be translated into behaviour before the results can help either the individual or the organisation. The proposition is made that raw creativity alone may not necessarily lead to productive results. Creativity needs to be buttressed by support from the organisation and good managerial skills to obtain good results. It is also asserted that encouraging creativity and innovation provides opportunities for managers to influence the course of organisational productivity.

Details

International Journal of Manpower, vol. 12 no. 7
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 1 August 2006

Vesna Čančer and Matjaž Mulej

To complete the general multi‐criteria decision‐analysis process and extend it to the process of requisitely holistic generating ideas and developing them into innovations. Also…

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Abstract

Purpose

To complete the general multi‐criteria decision‐analysis process and extend it to the process of requisitely holistic generating ideas and developing them into innovations. Also, in terms of dialectical systems thinking, to recommend the use of individual and group methods and software supporting this process.

Design/methodology/approach

In 1974, Mulej invented and introduced the “Dialectical System” concept (DS), and in 1998 Mulej and Kajzer fortified DS with “the Law of Requisite Holism.” The concept was well‐verified in practice, but lacked the support of quantitative versions of systems thinking. In this paper, we eliminate that deficiency: we complete and extend Belton and Stewart's general multi‐criteria decision‐analysis process to a process of generating ideas and developing them into innovations.

Findings

Methods and software supportive of creativity can help generate ideas. Multi‐criteria decision‐making (MCDM) methods can be used to complement intuition, verify ideas, and support their development into innovations. The point is in reaching the requisite holism with only a requisite effort by applied systems thinking and innovation.

Research limitations/implications

Quantitative methods are considered necessary and helpful, but are not sufficient conditions for innovations or for holism.

Practical implications

This paper demonstrates that the modern operations research methods can help strengthen innovation and holistic thinking capacity much more than traditional ones.

Originality/value

The innovative aspect of this paper is that it extends a general multiple criteria decision‐analysis process to the process of generating ideas and developing them into innovations. It combines the Dialectical Systems Theory and the MCDM methods, which provides an interesting new synergy.

Details

Kybernetes, vol. 35 no. 7/8
Type: Research Article
ISSN: 0368-492X

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