It ain't over till it's over: Adjusting the intensity and conformity of championing efforts after initial failure

IF 3.7 3区管理学 Q2 MANAGEMENT

Creativity and Innovation Management Pub Date : 2024-06-12 DOI:10.1111/caim.12621

Antti Surma‐aho, S. Kirjavainen, T. Björklund

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引用次数: 0

Abstract

While past research has shown that championing plays a key role in sheltering and advancing novel ideas towards implementation, relatively little is known about how adversity and failure are dealt with through championing behaviour. The current embedded case study draws from 43 interviews in a large industrial technology organization, examining new product and service development idea pathways. We found four types of championing responses in the 61 instances where initial idea advancement efforts did not bear fruit: lateral shifts, reworking, temporal shifts and moaning. In each of these, the idea was seen as valuable by the developer, but the attribution of initial failure and perceptions of effort‐to‐performance and performance‐to‐outcome expectancies varied in distinct combinations of conforming and nonconforming types of championing with varying intensity. Taken together, the results contribute towards understanding the multidimensional nature and temporal dynamics of championing in persisting under adversity by illuminating factors that contribute to championing response type decisions and opportunities to better support idea development efforts in organizations.

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不成功便成仁：初次失败后调整支持工作的强度和一致性

过去的研究表明，支持在庇护和推动新创意的实施方面发挥着关键作用，但人们对支持行为如何应对逆境和失败却知之甚少。目前的嵌入式案例研究通过对一家大型工业技术组织的 43 次访谈，研究了新产品和服务开发创意的途径。我们发现，在最初的创意推进工作没有取得成果的 61 个案例中，有四种类型的支持反应：横向转移、返工、时间转移和呻吟。在每一种情况下，创意的开发者都认为创意是有价值的，但对最初失败的归因，以及对努力与绩效和绩效与结果之间的预期的看法，在不同的符合和不符合类型的支持组合中各不相同，其强度也各不相同。总之，研究结果有助于理解支持者在逆境中坚持的多维性质和时间动态，揭示了促进支持者反应类型决策的因素，以及更好地支持组织中创意开发工作的机会。

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来源期刊

Creativity and Innovation Management MANAGEMENT-

CiteScore

7.70

自引率

11.40%

发文量

期刊介绍： Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.