Creativity, trust and systematic processes in product development

Brattström, Anna; Löfsten, Hans; Richtnér, Anders

doi:10.1016/j.respol.2011.12.003

Cited by 79 publications

(85 citation statements)

References 46 publications

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“…Thus, more formalization appears helpful although more research into this issue is needed. However, the proposition that formalization may be helpful is aligned with current research showing that systematic processes and explicit organizational structures enhance creativity and performance in new product development (Brattströ m et al, 2012). Thus, formalization may help to reap the benefits from organizational routines to facilitate experimentation and creativity, which is critical to the front end.…”

Section: Managerial Implicationsmentioning

confidence: 76%

The front end in non-assembled product development: A multiple case study of mineral- and metal firms

Frishammar

Lichtenthaler

Kurkkio

2012

Journal of Engineering and Technology Management

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Section: Managerial Implicationsmentioning

confidence: 76%

The front end in non-assembled product development: A multiple case study of mineral- and metal firms

Frishammar

Lichtenthaler

Kurkkio

2012

Journal of Engineering and Technology Management

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“…Furthermore, affective trust alleviates concerns regarding the risks of sharing tacit knowledge (Katsikeas, Skarmeas, and Bellow 2009) by providing an environment "in which people feel secure and psychologically safe to make mistakes and offer and receive criticism" (Atuahene-Gima and Murray 2007, p. 7). Because affective trust fosters tacit-knowledge sharing (Katsikeas, Skarmeas, and Bellow 2009;Li, Poppo, and Zhou 2010) and enhances MNCs' new product innovation (Brattström, Löfsten, and Richtnér 2012), we propose that it directly influences MNCs' product innovation ability and weakens the negative relationship between subsidiary tacit-knowledge level and MNCs' product innovation ability.…”

Section: Structural Relationshipsmentioning

confidence: 99%

The Synergetic Effect of Multinational Corporation Management's Social Cognitive Capability on Tacit-Knowledge Management: Product Innovation Ability Insights from Asia

Sheng

Hartmann

Chen

et al. 2015

Journal of International Marketing

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Multinational corporations (MNCs) use their overseas subsidiaries to access tacit knowledge about host countries. It is generally assumed that subsidiary tacit knowledge contributes directly to greater product innovativeness; however, little empirical evidence supports this assumption. In this research, the authors propose a negative direct relationship between subsidiary tacit-knowledge level and MNCs' product innovation ability. The authors then examine the role of social cognitive capability as an attenuator of this negative relationship between subsidiary tacit-knowledge level and MNCs' product innovation ability. The results reveal that each of the MNCs' social cognitive capability components (i.e., task efficacy, organic structure, and affective trust) independently weakens this negative relationship. Moreover, combining social cognitive capabilities exerts synergetic influences to further excavate the effect of tacit knowledge.

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“…Brattström et al . () show that being systematic in the processes for obtaining information and applying explicit organizational rules and structures in product innovation work create an atmosphere of trust in the organization and that trust increases creativity in the firm. The study contributes to the understanding of how uncertainty and creativity should be managed in organizations conducting product innovation.…”

Section: Literature and Hypothesesmentioning

confidence: 99%

Information Structures and Business Performance – Implications for Technology‐based Firm's Innovation Performance

Löfsten

2014

Knowl Process Manag

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The purpose of this study is to analyze two critical resource dimensions regarding their implications on innovation performance (development of patents): systematic information structures and business performance. This study leverages a dataset of 99 medium-sized technology-based firms in six different branches in Sweden. The used dataset contains a number of different variables concerning these two constructs. Two hypotheses are developed, and statistical methods such as correlation matrixes, factor analyses, and regression analyses are used. Six latent variables are developed, and the hypothesis including two of the three latent variables of systematic information structures is supported: knowledge dissemination and documentation of processes. However, there are no links between business performance and innovation performance. This study especially explores two different resources: systematic information structures and business performance. The first one contributes positively to the firm's innovation performance, and this construct consists of two different significant latent variables: knowledge dissemination and documentation of processes. This is an important implication to the firm's management active process to communicate results or a flow of information within the firm to increase innovation performance.

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Creativity, trust and systematic processes in product development

Cited by 79 publications

References 46 publications

The front end in non-assembled product development: A multiple case study of mineral- and metal firms

The front end in non-assembled product development: A multiple case study of mineral- and metal firms

The Synergetic Effect of Multinational Corporation Management's Social Cognitive Capability on Tacit-Knowledge Management: Product Innovation Ability Insights from Asia

Information Structures and Business Performance – Implications for Technology‐based Firm's Innovation Performance

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