Creativity and Innovation Under Constraints: A Cross-Disciplinary Integrative Review

Acar, Oguz Ali; Tarakci, Murat; Knippenberg, Daan van

doi:10.1177/0149206318805832

Cited by 236 publications

(340 citation statements)

References 167 publications

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“…In line with this, our study contributes to the research on how to make the BM a unit of analysis for an experimenting process (e.g. Morris et al, 2005;Doz and Kosonen, 2010;Teece, 2010), this time under severe constraints to creativity and innovation (Acar et al, 2018) determined by new ventures' resource scarcity; the final objective being to scientifically obtain business model validation (Ghezzi, 2018) and enable change.…”

Section: Resultssupporting

confidence: 55%

Lean business models change process in digital entrepreneurship

Balocco

Cavallo

Ghezzi

et al. 2019

BPMJ

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Purpose Business model change (BMC) is a process new ventures are frequently involved in, especially in dynamic environments like the digital industry: copying with it is a key issue for entrepreneurs attempting to shorten the transition between current and new business models (BMs) and avoid losses in terms of revenue, image and customer retention, while acquiring experience and validated learning in the process. The purpose of this paper is to propose a lean framework to support digital new ventures in the BMC process. Design/methodology/approach The study builds its contribution on two pillars: a review on BM and the lean thinking theories, and a multiple case study on three digital new ventures which underwent BMC. Findings The study shows how BMC in a digital context can beneficially follow lean principles, and how these principles can be integrated in an original lean framework to experiment on, validate and subsequently change a BM. Originality/value The authors provide the “single minute exchange of die” for BMC framework that extends and complements lean startup approaches to further relate lean thinking and BMC, thus operationalizing the process of BM experimenting and validation that enables change.

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Section: Resultssupporting

confidence: 55%

Lean business models change process in digital entrepreneurship

Balocco

Cavallo

Ghezzi

et al. 2019

BPMJ

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“…Although important, the prospects of new ventures are very uncertain, and the majority of them inevitably fail because of their own vulnerabilities (Sarasvathy, Menon, and Kuechle 2011;Soederblom et al 2015) and the liability of newness (Aldrich and Fiol 1994;Zhang and White 2016), exacerbated by complex technology (Carayannis and Campbell 2009;Bruneel, Spithoven, and Clarysse 2017), scarce resources (Spigel 2017;Acar, Tarakci, and Knippenberg 2018), and a turbulent environment (Stam and Spigel 2016;Spigel and Harrison 2018). Because of the importance and vulnerability of new ventures, governments and nongovernmental grant-making organizations around the world have developed and implemented policies to support entrepreneurs and increase the success rate of new ventures (Auerswald 2015;Soederblom et al 2015), with a broader view of an "entrepreneurial ecosystem (EE)" focused on listening to entrepreneurs and enabling interactions between relevant actors (Stam 2015;Isenberg and Onymeah 2016;Colombo et al 2017;Ács et al 2018).…”

Section: Introductionmentioning

confidence: 99%

Projectification and Partnering: An Amalgamated Approach for New Venture Creation in an Entrepreneurial Ecosystem

Liu

Fei-rong

Xia

et al. 2019

Emerging Markets Finance and Trade

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The creation of a new venture is at the heart of entrepreneurship. Chinese governments at different levels are proactive in promoting the entrepreneurial ecosystem (EE) and fostering new venture creation (NVC). However, it is still far from clear how governments as focal actors in the EE affect and regulate the process and pattern of NVC. This study borrows from the theory of temporary organization and conducts a comparative case study of two entrepreneurial projects in the Hangzhou Dream Town EE. This study proposes an integrated conceptual framework to illustrate NVC in two dimensions of projectification (the process of NVC) and partnering (a pattern of NVC) and specifies that the main role of local governments is as a sponsor, feeder, and endorser in that order. The three functional roles enable local governments to catalyze the creation of new ventures through projectification and partnering. Our study not only contributes to the literature on entrepreneurship, governance theory, and the theory of temporary organization but also provides an actionable approach for governments to foster new ventures, especially in transition economics such as China.

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“…For example, a student may develop an important and novel “sense of place” by completing a research project in their hometown, away from their academic institution while working from home. Working from this “nonacademic” environment presents constraints on research, such as access to simple, nonspecialized equipment, but such constraints may encourage creative, accessible research approaches (Acar et al., 2019) that would be missed in more traditional academic settings. Furthermore, the remote situation presents additional opportunity for students to engage with a larger pool of nonacademic partners or “stakeholders” (e.g., ES 300 class) that might be unable to devote the time to meet and interact with students’ in‐person but can afford the time to engage in one or more virtual meetings with students.…”

Section: Synthesis and Conclusionmentioning

confidence: 99%

Course‐based undergraduate research experiences in a remote setting: Two case studies documenting implementation and student perceptions

Fey

Theus

Ramirez

2020

Ecology and Evolution

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Similar to many institutions, Reed College (Portland, OR) transitioned to a remote leaning environment in Spring 2020, with 5 weeks remaining in the semester. Historically, many of Reed's upper division courses in math and natural sciences-including Ecology (Biology 301) and an interdisciplinary Environmental Science (ES 300) Junior Seminar (both full credit, one semester courses)-culminate in students pursuing independent research projects (IPs), a type of course-based undergraduate research experience, CURE (Linn et al., 2015). In conducting IPs, students conceive of an original research question, design and implement an appropriate research plan, work individually or in small teams, and conclude by communicating their findings to an audience of their peers and faculty member. A remote version of these IPs was enacted in Spring 2020 in response to the novel academic setting initiated by the COVID-19 pandemic. Pursuing IPs amidst the challenges of living through the COVID-19 pandemic are apparent. At the onset of this endeavor, we identified the following (explicitly not exhaustive) primary challenges associated with students living and studying remotely: (1) no access existed to our typical teaching laboratories, limiting instrumentation and software access; (2) limited access to known field sites in the areas surrounding students-both due to geographic distance between students and our campus, geographic variation in the extent

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Creativity and Innovation Under Constraints: A Cross-Disciplinary Integrative Review

Cited by 236 publications

References 167 publications

Lean business models change process in digital entrepreneurship

Lean business models change process in digital entrepreneurship

Projectification and Partnering: An Amalgamated Approach for New Venture Creation in an Entrepreneurial Ecosystem

Course‐based undergraduate research experiences in a remote setting: Two case studies documenting implementation and student perceptions

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