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CERN IdeaSquare Journal of Experimental Innovation
Number of Followers: 3  

  This is an Open Access Journal Open Access journal
ISSN (Print) 2413-9505
Published by CERN, the European Organization for Nuclear Research Homepage  [1 journal]
  • Experiments in an Organisational Context

    • Authors: John Christiansen, Julian Birkinshaw, Pascal Le Masson, Saku Makinen
      First page: 1
      Abstract: This special issue helps to shed new light on a large variety of methods, such as a method to learn from experiments driven by a company itself or a method to extend results from lab experiments to organizational situations. The papers illustrate how management science is able to articulate theoretical construction and empirical research through a variety of experimental approaches, and they attest to the scientific rigor and vitality of our scientific community. Furthermore, all the papers show how the experimental research in management research could be further conducted in environments such as IdeaSquare@CERN to improve understanding of managing and leading organisations.
      PubDate: 2017-12-22
      DOI: 10.23726/cij.2017.684
      Issue No: Vol. 1, No. 2 (2017)
       
  • Assessing the usefulness of an early idea development tool among
           experienced researchers

    • Authors: Ulla Anneli Saari, Leena Aarikka-Stenroos, Stina Boedeker, Leena Köppä, Jörg Langwaldt
      First page: 3
      Abstract: We test a novel ideation tool developed for early idea development among experienced academic researchers. We presented the tool called the Impact Canvas to experienced researchers and allowed them to test it. This paper analyses their perceptions of the tool: its usability and visual appeal, content elements, ability to facilitate collaboration, and motivate on a personal level. The majority of the researchers considered the tool useful and inspiring. Our findings imply that experienced researchers would benefit from a structured approach in the early idea development phase and it could be supported by such a tool as the Impact Canvas.
      PubDate: 2017-12-22
      DOI: 10.23726/cij.2017.476
      Issue No: Vol. 1, No. 2 (2017)
       
  • Experimenting with innovation processes: the case of reinventing a museum
           through collaboration

    • Authors: Marine Agogué, Anna Yström
      First page: 9
      Abstract: This paper explores how experimenting with collaborative processes contributes to reinventing the purpose and practices of an organization. Based on a case study of the Insectarium of Montréal, we focus on the 2-year collaborative process orchestrated by the director, involving employees, experts and visitors. Our findings show several organizational implications of engaging in this type of experimentation: specifically, beyond enabling the collective generation of new ideas, experimenting through collaboration is an excellent opportunity to renew the organization’s practices and support the development of a reflexive leadership. This suggests that despite the inherent challenges associated with organizational experiments, there are clear benefits of engaging in such experiments to stimulate innovation.
      PubDate: 2017-12-22
      DOI: 10.23726/cij.2017.480
      Issue No: Vol. 1, No. 2 (2017)
       
  • Extending lab results to advices for leadership facilitating creativity in
           organizations

    • Authors: Hicham Ezzat, Pascal Le Masson, Benoit Weil
      First page: 17
      Abstract: In today’s innovation-dependent environment, organizations should constantly innovate to survive in the marketplace. However, fixation imposes major constraints on the creativity of employees in organizations. In recent years, experimental laboratory studies have proposed leadership-based methods to overcome fixation. In this study, we propose and test a research method that extends the results of these studies to organizations and demonstrate how this can help uncover new organizational leadership variables promoting creativity that are not usually considered in the literature. We use a set of historical and empirical material to validate the importance of including these criteria when studying “leadership for creativity.”
      PubDate: 2017-12-22
      DOI: 10.23726/cij.2017.481
      Issue No: Vol. 1, No. 2 (2017)
       
  • Organizational experiments and the change of meaning

    • Authors: John K Christiansen, Marta Gasparin
      First page: 29
      Abstract: The present paper advocates for a bolder use of real life experiments in and with organizations. We illustrate how real life - in-vivo experiments -  can lead to wide organizational changes by creating new meanings and change sensemaking, which makes it possible for a company to address its challenges from a new position. We argue that having a Dionysian perspective when using organizational experiments makes it possible to plan and execute experiments inspired by high ambitions and visions to explore new ways of organizing in an explorative manner. This includes the willingness to forget past experiences and regard past experiences as examples of hypotheses that can be altered, exchanged and replaced with new ones as the organization gets new experiences from playful learning.  
      PubDate: 2017-12-22
      DOI: 10.23726/cij.2017.544
      Issue No: Vol. 1, No. 2 (2017)
       
  • Generative action and preference reversal in exploratory project
           management

    • Authors: Mario Le Glatin, Pascal Le Masson, Benoît Weil
      First page: 39
      Abstract: Organisations trying to innovate, despite being naturally encouraged to use project management and associated rational theories of choice, will necessarily experiment in some way or another due to the high levels of uncertainty and the unknown to be discovered. Exploratory project management may face situations requiring a constant reconfiguration of beliefs and hypotheses as a reaction to external factors. In this paper, we propose to discuss the existence of a generative rationality breaking away from classical decision theory by deliberately reversing preferences and designing decisions.
      PubDate: 2017-12-22
      DOI: 10.23726/cij.2017.539
      Issue No: Vol. 1, No. 2 (2017)
       
  • Making sense of failure to support experimental innovation: a case study
           of a financial services information system

    • Authors: Marta Gasparin, William Green, Christophe Schinckus
      First page: 47
      Abstract: Experiments have been somehow neglected in innovation literature. In this paper, we propose the analysis of a case of an IT project, which was constructed as an experiment and it was built as a reaction to the failure of developing a system based on the conventional modes. We use the theory of sensemaking and sensegiving in analysing historical documents to demonstrate that making sense of failure can lead to the success of an experiment. Thus, failure can be re-imagined as an experiment that can lead to success through a sensemaking process. 
      PubDate: 2017-12-22
      DOI: 10.23726/cij.2017.541
      Issue No: Vol. 1, No. 2 (2017)
       
  • Harnessing butterflies for creating innovation tornadoes

    • Authors: AA VV
      First page: 55
      Abstract: The purpose of this paper is to offer a “Gedankenexperiment” related to the question of amplification of innovation. We assume a simple innovation ecosystem in which its different actors (research communities, industry and public and private investors) interact in parallel but pursue different (but not necessarily incompatible) goals. Our approach is inspired by chaos and non-linear dynamical system theories and the famous “butterfly effect”. An arm-chair recipe on how to amplify innovation is casually offered and some concrete examples are outlined.
      PubDate: 2017-12-22
      DOI: 10.23726/cij.2017.685
      Issue No: Vol. 1, No. 2 (2017)
       
 
 
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