Engagement and Retention: Essentials of Idea Management

Gallmeister, Ute; Lutz, Birgit

doi:10.1007/978-3-662-44152-7_55

Cited by 3 publications

(5 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…For example, brainstorming, problem analysis, conceptual mapping, customer focus groups, competing product mapping, product enhancement, technology development, research and information exchange are common (GALLMAISTER; LUTZ, 2016). Availability of and easy access to sources of knowledge and ideas are also common (GERLACH; BREM, 2017).…”

Section: Resultsmentioning

confidence: 99%

“…In general, it is strongly supported by creative techniques and ideas can be generated from identified problems or opportunities. The collection is explicit in five frameworks (GREEN;BEAN;SNAVELY, 1983, HESMER;THOBEN, 2009, IVERSEN et al 2009, AAGAARD, 2013LUTZ, 2016). Unlike generation, it is supported by mechanisms that provide means for systematic collection, such as forms, either physical or digital.…”

Section: Resultsmentioning

confidence: 99%

“…To facilitate management, ideas should be stored (GREEN;BEAN;SNAVELY, 1983, BREM;VOIGT, 2009, GLASSMAN, 2009LUTZ, 2016). There is a need to store ideas and other data about them.…”

Section: Resultsmentioning

confidence: 99%

“…They are chosen on the basis of predefined criteria covering technological and technical issues, originality, the market (growth sector, potential clients), finance (possible costs and profits), whether the idea will be socially accepted among others (VALDATI, 2017). Moreover, the prioritization activity can be increased by forming a ranking of ideas (GALLMEISTER; LUTZ, 2016). All 9 models mention the selection phase (IVERSEN et al, 2009, HESMER;THOBEN, 2009, AAGAARD, 2013GISH, 2013, EL BASSITI;AJHOUN, 2014, STANKOVITZ, 2014, BARRIOS et al, 2018BREIM, 2017).…”

Section: Resultsmentioning

confidence: 99%

See 3 more Smart Citations

Systemic representation of idea management

Valdati¹,

Souza²,

Dandolini³

2020

E-Tech

View full text Add to dashboard Cite

This paper presents the proposal for a framework to represent Idea Management (IM) in a systemic way, aligned with organizational structure. It considers Knowledge Management as a supportive element, in accordance with the practices of Open Innovation. Organizational capacity to stimulate innovation depends on the collection of ideas and their management. The systematic collection of external ideas has become popular due to the need of organizations to exchange internal and external inputs. However, collection alone cannot generate results. IM can act as an integrating mechanism between internal and external knowledge so that ideas generated are improved and evolve. For this research, an integrative review of the literature on ideas management was conducted following the parameters of Torraco (2005). For the construction of the proposed framework, based on Regoniel (2015), the important elements were selected, that is, elements described in the literature were identified and analysed to discover how they are related. Subsequently, the proposed framework was structured into three levels, with strategy as a central element. The first level refers to the supportive elements: Processes, People, Technology and Knowledge Management (KM). The second refers to the stages of IM - Preparation, Generation, Collection and Storage, Treatment (filtering and categorization), Enrichment, Evaluation, Selection, Refinement and Feedback and Follow-up. The third level refers to the results. In terms of practical implications, the research contributes to the clarification of the IM in Small and Medium-sized organizations. Ongoing research including verification with experts and field research could serve as guidance for implementation of IM in organizations.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

“…To facilitate management, ideas should be stored (GREEN;BEAN;SNAVELY, 1983, BREM;VOIGT, 2009, GLASSMAN, 2009LUTZ, 2016). There is a need to store ideas and other data about them.…”

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

See 2 more Smart Citations

Systemic representation of idea management

Valdati¹,

Souza²,

Dandolini³

2020

E-Tech

View full text Add to dashboard Cite

show abstract

“…But not from end result perspective or process result perspective. In future studies also perspective of engagement and retention levels (Gallmeister & Lutz, 2016) could be included or other assessment elements (Paskaleva et al, 2021).…”

Section: Level Of Collaboration and Communitymentioning

confidence: 99%

Web-Based Idea Management and Quadruple Helix Networking of Creative Industry Cohorts for Covid-19

Mikelsone,

Babris,

Segers

et al. 2024

Business: Theory and Practice

View full text Add to dashboard Cite

On the one hand, web-based idea management platforms such as IdeaScale, Spigit, and BrightIdea can be used to facilitate the sharing of ideas and insights from existing EU and international cohorts of relevance to COVID-19. These platforms can be used to capture ideas from the experts, employees, public and other stakeholders (internal and external), and to facilitate the exchange of ideas and insights in a structured and organized way. On the other hand, Quadruple Helix networking can be used to facilitate collaboration and knowledge sharing between existing EU and international cohorts of relevance to COVID-19. This approach involves bringing together four key stakeholders – government, industry, academia, and civil society – to work together to develop solutions to the grand societal challenges posed by the pandemic. In this paper authors will fill the gap between web-based IMS practical application and theoretical framework of Quadruple Helix model to demonstrate potential benefits of merging of these elements. To bridge the gap systematic and analytical literature review will be done to create new Quadruple Helix web-based IMS framework and demonstrate it in action with case study taken from the creative industry. Aim of the research: potential of web-based idea management application in Quadruple Helix context in networking of existing EU and international cohorts of relevance to COVID-19. To reach the aim this research uses a combination of literature review, action-based research, and descriptive analysis to analyse the data and draw conclusions. Main conclusions: proves the potential of web-based IMS application with Quadruple Helix context. The application of the web-based IMS and Quadruple Helix approach is holistic and adaptable. Authors have created Quadruple Helix Adaptation in Idea Management Application Framework by including elements such as: Application elements includes: P1 is idea generation process, P2 is idea evaluation, P3 continuation of IM; Adaptation elements includes Quadruple Helix approach partners: Q1: universities, Q2: civilians; Q3: businesses; Q4: government.

show abstract