Abstract
deas matter for innovation. Thus, large ?rms—such
as Allianz, Ericsson, DHL, GE, and Shell—use idea
management programs to fertilize, capture, mature,
evaluate, and manage ideas from internal sources to intro-
duce innovation (Fairbank and Williams, 2001; Frese,
Teng, and Wijnen, 1999; Van Dijk and Van Den Ende,
2002). Senior researchers ensconced in their labs devel-
oping new technologies, middle and product managers
in production facilities, and employees undertaking
administrative tasks—for example, secretarial work or
ICT—are but a few examples of actors encouraged to
participate in this quest to drive innovation. Firms not
only search locally for good ideas, but increasingly they
also seek to involve both external expert and hobbyist
volunteers in their idea-generation processes, approach-
ing them with a variety of tools, such as open calls,
challenges, contests, and Internet-enabled communities
(Alexy, Criscuolo, and Salter, 2009; Dahlander and
Frederiksen, 2012). In today’s competitive environment,
idea-generating activities have become increasingly
important for the ?rms’ future competitive success.
Original language | English |
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Pages (from-to) | 482-487 |
Number of pages | 6 |
Journal | Journal of Product Innovation Management |
Volume | 32 |
Issue number | 4 |
DOIs | |
Publication status | Published - 2015 |
Research programs
- RSM LIS