INOVAÇÃO. O tópico sobre inovação, criatividade e desenho da EURAM 2005, coordenado por Bettina von Stamm (Cranfield School of Management, Cranfield University) é descrito nos seguintes termos:
"Innovation remains a key topic for a manager's agenda - and therefore an important topic for academics around the world. There has been much research, primarily from the fields of economics, operations management and marketing, and increasingly also from fields of organizational behavior, strategy and design/design management, but there remains a wide gulf between the acknowledgement of the need to become more innovative, and the ability to translate that need into action and reality. For example, in a survey undertaken by the innovation and creativity consultancy Synectics in 2003, 80% of participants declared innovation to be of high importance to their organization, but only 4% feel their organizations to be superior at it. While creativity is a long-established topic in management research and an acknowledged first step for innovation, the role of design and designers in the context of innovation is much less understood and explored. The disconnect between need and ability to meet that need poses important challenges for academia and practitioners alike. First, understand what prevents companies from translating intent to reality. Secondly, develop insights, tools, techniques, approaches that enable managers to improve their company's innovation performance. And finally, to find ways to disseminate existing knowledge better. Papers that are based on industry-collaboration are particularly welcome and we would like to encourage submissions from academics and practitioners alike.Topics include: Processes to enhance and embed creativity in individuals, teams and organizations; Pre-requisite for (traits of) innovation, creativity and design at the individual, team and organizational level (e.g. teams, collaboration, knowledge sharing, attitude towards risk and failure, leadership style); Understanding and measuring the impact of innovation; Gaining buy-in into, and involvement in, innovation; Balancing the needs of day-to-day operations with those of innovation (e.g. what are the right levels of innovation and investment in innovation); Successful management of innovation from conception to implementation (e.g. managing end-to-end processes, locus of responsibility for innovation); Under-utilized levers for supporting innovation (e.g. the use of designers); The strategic role of design; The role of design and design management in innovation; Implications of the economic importance and the particular challenges of innovation, creativity and design for education and educational institutions."
"Innovation remains a key topic for a manager's agenda - and therefore an important topic for academics around the world. There has been much research, primarily from the fields of economics, operations management and marketing, and increasingly also from fields of organizational behavior, strategy and design/design management, but there remains a wide gulf between the acknowledgement of the need to become more innovative, and the ability to translate that need into action and reality. For example, in a survey undertaken by the innovation and creativity consultancy Synectics in 2003, 80% of participants declared innovation to be of high importance to their organization, but only 4% feel their organizations to be superior at it. While creativity is a long-established topic in management research and an acknowledged first step for innovation, the role of design and designers in the context of innovation is much less understood and explored. The disconnect between need and ability to meet that need poses important challenges for academia and practitioners alike. First, understand what prevents companies from translating intent to reality. Secondly, develop insights, tools, techniques, approaches that enable managers to improve their company's innovation performance. And finally, to find ways to disseminate existing knowledge better. Papers that are based on industry-collaboration are particularly welcome and we would like to encourage submissions from academics and practitioners alike.Topics include: Processes to enhance and embed creativity in individuals, teams and organizations; Pre-requisite for (traits of) innovation, creativity and design at the individual, team and organizational level (e.g. teams, collaboration, knowledge sharing, attitude towards risk and failure, leadership style); Understanding and measuring the impact of innovation; Gaining buy-in into, and involvement in, innovation; Balancing the needs of day-to-day operations with those of innovation (e.g. what are the right levels of innovation and investment in innovation); Successful management of innovation from conception to implementation (e.g. managing end-to-end processes, locus of responsibility for innovation); Under-utilized levers for supporting innovation (e.g. the use of designers); The strategic role of design; The role of design and design management in innovation; Implications of the economic importance and the particular challenges of innovation, creativity and design for education and educational institutions."
Num outo tópico sobre inovação coordenado por Paul A. David (Stanford University, Department of Economics), Joachim Henkel (Institute for Innovation Research), Michèle Morner (University of Eichstaett-Ingolstadt), Henning Madsen (Department of Management and International Business, The Aarhus School of Business), Margit Osterloh (University of Zürich), Ralf Reichwald (Technical University of Munich, Institute for Information, Organization and Management), e John P. Ulhøin (Department of Management and International Business, The Aarhus School of Business) salientam os seguintyes aspectos:
"During the past couple of years, there has been a growing interest into the phenomenon of open source innovation, i.e. innovation that is based on non-proprietary knowledge. Such innovation processes are typical for open source software, i.e., software governed by licenses that allow the user to read the source code of the software, as well as to modify and to redistribute it. Beyond software, open source practices have been observed in industries as diverse as iron production, chemistry, and machinery. Standard economic wisdom holds that innovators should protect their innovations in order to maximize private returns. Yet, open source projects receive contributions from both hobby developers and commercial firms - without a direct monetary reward. Moreover, open source innovators make no attempt to prevent free-riding, which has been one of the concerns of classical collective action theorists. This track deals with the Why and the How of such open innovation processes, i.e., with motivational and competitive as well as with managerial and organizational aspects. Why innovators would turn their private knowledge into a public good is a particularly startling question in the case of commercial innovators. A potential motive is the chance to benefit from informal development collaboration. Other motives might be signaling, standard setting, and motivating employed researchers. But whatever the initial motivation, free revealing enables open source development processes. Potential gains from such processes are considerable: they strongly reduce transaction cost compared to a regime of commercial licensing, and allow for efficiency gains due to a reduction of double work. In fact, the ascent of open source software gave rise to various new business models. For these, a crucial issue is the extent of openness: what to protect and what to make open source, and for the latter case, which open source license to apply. How open innovation processes work is an equally intriguing question, no matter if the programmers involved are hobbyists or employed developers. In open-source software projects programmers collectively develop software via the Internet in a decentralized, highly interactive, knowledge-intensive, apparently unmanaged process. In the wider field of management research, open source is increasingly mentioned as a new model for disseminating knowledge resources, producing innovation, motivating volunteers, as well as for coordination and organizing. It thus poses a challenge to conventional management theories. This track aims at bringing together researchers working on these issues. Interdisciplinary discussion is strongly encouraged - we invite researchers from economics, organization theory, innovation management, strategic management, information systems, sociology, social psychology, and law to submit papers. There is no restriction with respect to methods - we welcome empirical studies, theoretical models, and institutional analyses. Subtopics: (a) Competitive and commercial aspects of innovation based on open source practices (Development of open source software by commercial firms; User innovation communities in a commercial context; Free revealing of inventions by firms: antecedents and consequences; Publication of research results by firms in academic and/or technical journals; Informal cooperation with competitors - opportunities and limits?; Potentials, limitations and necessary conditions of open source innovation across sectors; The effect of increased openness in technology innovation with respect to organizational boundaries); (b) The open source development process (The open source process: management, organization, leadership, success factors; Open source software as user innovation; comparison to other user innovations; How does increased cooperation affect individual values and work responsibilities?; The role of information technology in replacing formal and informal organizational mechanisms; Community building in open source software projects: To what extent open source software projects can be characterized as social movements?; Intellectual property: choice and effectiveness of open source licenses; The impact of software patenting on open source software production; Applicability of the open source model in other fields and in management in general."
