Problem constraints in ideation contests: How different types of constraints matter

IF 3.7 3区管理学 Q2 MANAGEMENT

Creativity and Innovation Management Pub Date : 2024-09-29 DOI:10.1111/caim.12641

Arvind Malhotra, Claudia Kubowicz Malhotra

引用次数: 0

Abstract

Companies are turning to ideation contests to engage ideators outside company boundaries to solve their complex problems. Our research focusses on how articulating the problem, specifically the number and type of constraints described within the problem statement (brief), is related to the number of ideas submitted by participants in ideation contests. Specifically, we find that participant engagement, in terms of ideas submitted, varies with three different types of constraints—input, process and output. Contributions to the creativity literature as well as managerial implications are discussed.

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创意竞赛中的问题约束：不同类型的约束如何起作用

公司开始通过创意竞赛来吸引公司外部的创意人士来解决他们的复杂问题。我们的研究重点是如何清晰地表达问题，特别是问题陈述（简要）中描述的约束条件的数量和类型，与创意竞赛参与者提交的想法数量有关。具体来说，我们发现参与者的参与度，就提交的想法而言，会随着三种不同类型的约束——输入、过程和输出——而变化。对创造性文献的贡献以及管理意义进行了讨论。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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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.