Das DETHIS-Verfahren

Redlich, Beke; Becker, Felix; Fischer, Simon; Fromm, Jennifer; Gernreich, Chris C.; Lattemann, Christoph; Pöppelbuß, Jens; Siemon, Dominik; Wilms, Konstantin

doi:10.1007/978-3-662-59517-6_4

Cited by 5 publications

(5 citation statements)

References 33 publications

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“…In addition, AI should also provide general process support, such as selecting the appropriate process according to the task. One example is design thinking, which sometimes consists of three to nine steps and should be designed differently for each use case (9) (Beyhl & Giese, 2016;Brenner et al, 2016;Redlich et al, 2019). It is precisely the divergent process that requires individual support from the AI, e.g.…”

Section: Accepted Manuscriptmentioning

confidence: 99%

Creative Potential through Artificial Intelligence: Recommendations for Improving Corporate and Entrepreneurial Innovation Activities

Siemon¹,

Strohmann²,

Michalke³

2022

CAIS

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This is a PDF file of an unedited manuscript that has been accepted for publication in the Communications of the Association for Information Systems. We are providing this early version of the manuscript to allow for expedited dissemination to interested readers. The manuscript will undergo copyediting, typesetting, and review of the resulting proof before it is published in its final form. Please note that during the production process errors may be discovered, which could affect the content. All legal disclaimers that apply to the Communications of the Association for Information Systems pertain.

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Section: Accepted Manuscriptmentioning

confidence: 99%

Creative Potential through Artificial Intelligence: Recommendations for Improving Corporate and Entrepreneurial Innovation Activities

Siemon¹,

Strohmann²,

Michalke³

2022

CAIS

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“…Modern frameworks for creative collaboration like Design Thinking (DT) guide teams through phases of high openness (called diverging) and phases of focused analysis and critical idea selection (called converging) in order to analyze problems and develop new solutions in an iterative way [39]. In DT, following a phase of divergent exploration of a given problem, insights are synthesized in a convergent phase, which forms the basis for another exploratory, divergent phase to generate various potential solutions [39,40]. In a final phase, those solutions are first carefully analyzed and filtered, then refined and tested in a further converging phase [41].…”

Section: Creativity Under Constraintsmentioning

confidence: 99%

How Feature- and Communication Constraints in CSS Affect Creative Collaboration in Virtual Teams - An Activity Theory Perspective

Pilcicki¹,

Siemon²,

Lattemann³

2022

Proceedings of the Annual Hawaii International Conference on System Sciences

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New Creativity Support Systems (CSS) provide additional features, but are also growing more complex and difficult to operate. Via new functionalities, CSS aim to facilitate virtual creative collaboration and enable better outcomes. However, research shows that, especially in the context of creativity, better outcomes are not always the result of more options and features. Our study applies activity theory (AT) as a lens in order to examine how constraints can be applied to creative collaboration in virtual teams. This study advances research on collaboration in information systems (IS) as well as human-centered development of IT-artifacts that facilitate creative collaboration. Our findings provide two practical takeaways for CSS developers and virtual teams: First, constraints in CSS can be designed to substantially benefit idea generation and exploration beyond routine performance; second, constraints can be designed to help teams access the potential of CSS faster and more efficiently.

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“…DT represents a creative approach to collaboratively develop user-centered innovations and to solve complex problems with a systematic procedure applied in workshop settings (Brown 2009;Carlgren et al 2014). The DT approach is commonly conceptualized by trained facilitators, who apply a DT process, appropriate methods from various fields and facilitate the collaboration in a heterogeneous team by promoting core themes of DT that define how the team is working (see figure 2) (Brenner et al 2016;Redlich et al 2019). While there are several DT process models with a varying number of phases, figure 2 shows the HPI D-School process (2009) that employs six phases.…”

Section: Design Thinking (Dt)mentioning

confidence: 99%

“…1 The phases are: Understand, Observe, Point of View, Ideate, Prototype and Test, thereby, conveying the focus of their respective activities. In each of these phases, methods are employed that draw from various fields (Redlich et al 2019). Despite processual, contextual, and industry-related 2.2 differences, DT employs five characteristic themes that depict how firms can foster innovativeness, and adapt their practices based on (1) user focus, (2) problem framing, (3) visualization, (4) experimentation, and (5) diversity (Carlgren et al 2016b) (see figure 3).…”

Section: Design Thinking (Dt)mentioning

confidence: 99%

“…The use of DT, specifically improved cross-departmental communication, empowerment of employees, organizational learning, and an innovative mindset that is less restricted by ambiguity and the fear of failure. This transition is a major challenge extensively discussed in research (Carlgren et al 2016b;Dunne 2018;Fischer et al 2019;Hölzle/ Rhinow 2019;Redlich et al 2019). While no negative influence of DT on OA is observed in Power, further exploration of potential short-and long-term effects on OA requires additional research.…”

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confidence: 98%

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Implementation of Design Thinking to Improve Organizational Agility in an SME

Fischer¹,

Lattemann²,

Redlich³

2020

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Dieser Beitrag befasst sich mit der Anwendung von Design Thinking (DT) in kleinen und mittleren Unternehmen (KMU), die deren organisatorische Agilität (OA) verbessert. Unsere Studie zeigt auf, dass sich in traditionell organisierten KMUs durch den Einsatz dieses kreativen Innovationsansatzes agile Subkulturen bilden können, die sich im Unternehmen über die Zeit ausbreiten und so die drei Kernelemente von OA positiv beeinflussen. Dies umfasst die OA-Elemente (1) Kommunikation und Streben nach organisationsbezogenen Zielen, (2) die Organisationskultur und (3) die betrieblichen Aktivitäten.

In diesem Beitrag werden die funktionalen Beziehungen und Abhängigkeiten zwischen DT und OA anhand einer Langzeitstudie in einem KMU aufgezeigt. Die Ergebnisse unserer zweijährigen Fallstudie spiegeln sich in einem explorativen Forschungsrahmen wider, der als Basis für die weitere Erforschung von Beziehungen und Abhängigkeiten zwischen DT und OA dienen kann.

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Das DETHIS-Verfahren

Cited by 5 publications

References 33 publications

Creative Potential through Artificial Intelligence: Recommendations for Improving Corporate and Entrepreneurial Innovation Activities

Creative Potential through Artificial Intelligence: Recommendations for Improving Corporate and Entrepreneurial Innovation Activities

How Feature- and Communication Constraints in CSS Affect Creative Collaboration in Virtual Teams - An Activity Theory Perspective

Implementation of Design Thinking to Improve Organizational Agility in an SME

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