Web-enabled tools for ideation are becoming increasingly diffused in companies, but their true impact on innovation performance has been questioned. A factor that can explain some of the so far missing performance of these firm-internal systems for ideation is a lack of attention to the demand-side of ideation. Frequently, the focus of ideation is put more or less unilaterally on the supply-side, with the aim to generate as many or as good ideas as possible, instead of focusing on innovation needs. The aim of this article is to describe and analyse demand-driven collaborative ideation, with a particular emphasis on its management aspects. In order to empirically investigate how to manage this new approach to ideation, a case study of Ericsson, a Swedish multi-national corporation, has been performed. The results highlight that incentives, visibility and resources are three main components of demand-driven collaborative ideation and outline key challenges with this new approach to ideation.Reference to this paper should be made as follows: Björk, J., Karlsson, M.P. and Magnusson, M. (2014) 'Turning ideas into innovations -introducing demand-driven collaborative ideation', Int.

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The purpose of this letter is to provide background and rationale for developing a management system standard to further the profession of innovation management. A systems approach is not new; however, the ISO 56002 Innovation management system - guidance standard is providing a common language and framework for building an innovation capability. The letter describes the innovation management principles and the system elements. We have heard that even having a standard for innovation management is an oxymoron. The publication of ISO 56002 in 2019 has triggered a broader conversation about the merits and drawbacks of a management system standard for innovation work. Some issues have been pointed out by Joe Tidd in his review and critical assessment of the standard (Tidd, 2021). As experts involved in drafting the standard, we can offer informed perspectives of this assessment by focusing on four topics related to context, innovation strategy, adaptable processes and tools, and process versus system approaches. These perspectives are ours alone and do not represent the views of the ISO Working Group. We invite the community to engage in this discussion to evolve our thinking about standardization for innovation management.

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We present Teamwork, an easy to use, portable system for team management. The distinguishing key feature of our solution is enhanced privacy provided by two means. First of all, all user content is moved from the cloud directly to users' devices, which share the data through a Peer-to-Peer overlay network for content distribution. Secondly, all content transferred through the network is secured in order to protect it from eavesdropping. Content is stored in files distributed through the Peer-to-Peer file system component named Teamshare.User's cognitive load is reduced by merging abstractions such as groups, organizations and projects into one simple concept -teams. The system is tightly integrated with existing mailing protocols, such that any task is an email.

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Background: One important key to an organization’s long-term competitiveness is the ability of first line managers (FLMs) to handle their role as a leader in daily work. FLMs main task is to contribute to a high and stable production output according to customer demands from an input that is characterized by instability and variability. To do so, FLMs must develop resilient action strategies – ways of working and daily problem solving that systematically facilitate to cope with instability. In this study protocol we present a methodological approach developed to evaluate and improve these. Methods/Design: The research approach is collaborative and developmental and performed together with two companies. The approach integrates and extends the theory and application of a model on interactive research and a framework on activity analysis. It will be applied using data collection techniques like interviews, diaries, observations, document analysis, and questionnaires. The analysis and development stages will be performed both separate and in collaboration in workshops and the result is planned to end up in the joint writing of a generic handbook on advantageous action strategies for FLMs’. Discussion: This study contributes with a new integration of two methodological approaches which provides a novel way to understand and develop dynamic on-the-job behaviour in work settings.