Innovation in the Digital Era

Press, Joseph; Bellis, Paola; Buganza, Tommaso; Magnanini, Silvia; Shani, Abraham B.; Trabucchi, Daniel; Verganti, Roberto; Zasa, Federico P.

doi:10.1108/978-1-80071-833-320211002

Cited by 6 publications

(8 citation statements)

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“…Going through a sensemaking cycle (Stigliani and Ravasi, 2012) for each episode, participants had the chance to go more in depth in what it means and why it is needed to go through the transformation process. This is expanding the contributions done by Press and colleagues (2020, 2021): it is not enough to move from an individual to a collective dimension and from learning to shaping. These changes need to happen repetitively.…”

Section: Discussionmentioning

confidence: 90%

“…Collective sensemaking is a process highly studied in previous literature, where various microphases have been highlighted (Stigliani and Ravasi, 2012). Recent studies pointed out how sensemaking of transformation processes requires both individual and collective reflections to familiarize with what is new and make sense of it by knowledge generation (Press et al , 2020, 2021). In this perspective, storytelling has often been used as a tool to facilitate individual sensemaking of a given transformation in an organization (Brown et al , 2009; Gabriel, 2000).…”

Section: Discussionmentioning

confidence: 99%

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Story-making to nurture change: creating a journey to make transformation happen

Trabucchi

Buganza²,

Bellis³

et al. 2022

JKM

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Purpose To overcome change management challenges, organizations often rely on stories as means of communication. Storytelling has emerged as a leading change management tool to influence and bring people on sharing knowledge. Nevertheless, this study aims to suggest stories of change as a more effective tool that helps people in taking action toward transformation processes. Design/methodology/approach The authors apply design science research to develop and evaluate how writing a prospective story engages organizational actors in the transformation process. The authors test the story-making artifact in a field study with five companies and 115 employees who participated in 75 workshops. Findings Using the findings to discuss the role of story-making in facilitating the emergence of new behaviors in transformation processes, the authors link story-making with the opportunity to make change happen through knowledge dissemination rather than merely understanding it. Research limitations/implications The authors illustrate the role of iterations, peers and self-criticism that help story-makers embrace sensemaking, developing a shared knowledge based that influence individual actions. Practical implications The authors propose the story-making approach that organizations can follow to nurture change to make transformation happen through knowledge cocreation. Originality/value The research explores story-making as an individual act of writing prospective stories to facilitate the emergence of new behaviors through shared knowledge.

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Section: Discussionmentioning

confidence: 90%

Section: Discussionmentioning

confidence: 99%

Story-making to nurture change: creating a journey to make transformation happen

Trabucchi

Buganza²,

Bellis³

et al. 2022

JKM

Self Cite

View full text Add to dashboard Cite

show abstract

“…He advises that in addition to the one-off interview that could significantly report personal views and opinions, the introduction of a focus group discussion can provide arguments on issues from different contexts and perspectives, instantly generating critical thinking on the topics of discussion. The participants both for the interviews and the focus group were selected within the community of IDeaLs (Press et al. , 2021).…”

Section: Methodsmentioning

confidence: 99%

How do human relationships change in the digital environment after COVID-19 pandemic? The road towards agility

Bellis

Trabucchi

Buganza

et al. 2022

EJIM

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PurposeThe coronavirus disease 2019 (COVID-19) pandemic has led to a global digitalization of organizational activities: the pandemic forced people and organizations to profoundly review values, purposes and norms. However, the research on how digital technologies impact human relationships and interactions at work results fragmented. Still, the importance of understanding which behaviors and norms enhance social interactions and organizational performances in digital environments remains critical, especially after COVID-19 advent. Therefore, this study explores how human relationships change in a wholly digital environment and what to expect for the new normal.Design/methodology/approachThe study first explores the research gap through a systematic literature review to clearly understand what emerged so far. Second, through semi-structured interviews and a focus group, an empirical analysis was conducted.FindingsFindings suggest that both work and emotional dimensions are crucial to nurturing human relationships in a digital environment. More precisely, the study unveils the need for innovative leaders to review their approaches to communication and the work experience and consider the emotional dimension in terms of community purpose and individual well-being, while identifying rituals as an overlapping tool. Finally, the authors propose a parallelism between these results and the agile revolution to inspire leaders to rethink their leadership and behaviors getting closer to the agile approach, which may represent a valuable way to rethink human relations in our professional environment.Originality/valueThe paper sheds light on an ongoing phenomenon that touches the lives of each organizational actor. The two-step structure hopes to provide both a structured base of the knowledge developed to date, proposing a systematic view of what has been studied since the outbreak of the pandemic to date and to provide insights for future developments.

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“…This study relies on data from four organizational visioning workshops held in four multinational enterprises in the context of the research platform IDeaLs [1]. IDeaLs is a research platform coordinated by Politecnico di Milano, connecting researchers and managers, studying new ways to engage people and make innovation happen (Press et al , 2021). The objective of the workshops was to help employees translate the organizational vision into their routines, as making a vision become shared is one of the main challenges of organizational visioning (O'Connell et al.…”

Section: Methodsmentioning

confidence: 99%

Innovator or collaborator? A cognitive network perspective to vision formation

Zasa

Verganti

Bellis

2022

EJIM

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PurposeHaving a shared vision is crucial for innovation. The purpose of this paper is to investigate the effect of individual propensity to collaborate and innovate on the development of a shared vision.Design/methodology/approachThe authors build a network in which each node represents the vision of one individual and link the network structure to individual propensity of collaboration and innovativeness. During organizational workshops in four multinational organizations, the authors collected individual visions in the form of images as well as text describing the approach to innovation from 85 employees.FindingsThe study maps individual visions for innovation as a cognitive network. The authors find that individual propensity to innovate or collaborate is related to different network centrality. Innovators, individuals who see innovation as an opportunity to change and grow, are located at the center of the cognitive network. Collaborators, who see innovation as an opportunity to collaborate, have a higher closeness centrality inside a cluster.Research limitations/implicationsThis paper analyses visions as a network linking recent research in psychology with the managerial longing for a more thorough investigation of group cognition. The study contributes to literature on shared vision creation, suggesting the role which innovators and collaborators can occupy in the process.Originality/valueThis paper proposes how an approach based on a cognitive network can inform innovation management. The findings suggest that visions of innovators summarize the visions of a group, helping the development of an overall shared vision. Collaborators on the other hand are representative of specific clusters and can help developing radical visions.

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Innovation in the Digital Era

Cited by 6 publications

References 0 publications

Story-making to nurture change: creating a journey to make transformation happen

Story-making to nurture change: creating a journey to make transformation happen

How do human relationships change in the digital environment after COVID-19 pandemic? The road towards agility

Innovator or collaborator? A cognitive network perspective to vision formation

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