No abstract

In this paper, we explore the complex process of how ideas evolve in organizations that are engaged in developing and using information technology (IT)-based systems. We put forward a framework emphasizing the interconnection between creativity and institutionalization. We argue that ideas are embedded in existing institutionalized technologies in organizations and that emerging technologies introduce neoteric ideas to them. Furthermore, we argue that, when attempting to introduce technology-based ideas, human actors will focus their attention on ideas embedded in existing institutionalized technologies while informally evaluating and making sense of these ideas. Moreover, we suggest that conflicts between competing frames of reference during this evaluation may result in the rejection, adoption, or multiplication of new technology ideas. Drawing on information systems (IS)-based theories of creativity, Scandinavian institutionalism, and empirical data from two Danish organizations, we investigate the interplay between creativity, technology, and human sensemaking in the process of translating and transforming technology ideas into full-fledged technological innovations.

In today's hypercompetitive environment in which markets change rapidly and competitive advantages are difficult to sustain, companies are forced to innovate and identify new business opportunities. However, innovation requires ingenuity and creativity. Product and service development depends on the creativity of employees, but harvesting and bringing novel ideas to fruition is often a chaotic process, which underscores the importance of creativity management within organizations. In this article, we review the literature on creativity in an effort to summarize state-of-the-art knowledge on how to stimulate creativity and spur innovation in modern organizations. For that purpose, we use Rhodes' 4-Ps model (1961) distinguishing between creative environments (called press), people, products, and processes. Through a review of 110 journals on the AIS journal list, this article offers insights-based on eighty-eight articles-into how creativity can be stimulated and supported by attending to each of these components. The literature teaches us how to utilize, evaluate, and strategize about creativity in organizational settings. Managers are advised to advance creativity and ideation processes, for example by building virtual environments that strengthen collaboration and creativity across organizational boundaries. Researchers are encouraged to investigate the relationship between strategy and information systems (IS) usage in fostering creativity.

Most organizations need to evaluate novel ideas to identify their value. However, current idea evaluation research and practice hinder creativity by primarily facilitating convergent production (narrowing down ideas to a few tangible solutions) but discounting divergent production (the development of wildly creative and novel thoughts patterns). In this paper, I challenge this dominant view on idea evaluation by presenting a new theory I call dynamic idea evaluation and exploring the theory through a group creativity support system (GCSS) prototype. I designed the GCSS prototype as an idea portal that uses the knowledge created from the evaluation process to facilitate both convergent and divergent production. I designed the GCSS using an inductive and theory-building design science research (DSR) approach and interpretively analyzed it through an exploratory study in a Danish IS research department. I found that the GCSS demonstrates the ability to facilitate both divergent and convergent production during idea evaluation. Moreover, I add four design requirements and process architecture to help designers to build dynamic idea evaluation into this class of systems.