New knowledge creation within manufacturing
A pattern analysis of behaviours and interactions that underpin
knowledge crea...
Content
• Background
• Methodology
• Key findings quantitative data
• Key findings qualitative data
• Interpretation
• Mod...
Study background
Research Question:
“What are the main factors that underpin creativity and innovation in a
large, global ...
Methodology
Quantitative data (Organisation)
•201 questionnaires
•96 variables to measure organisational conditions (for e...
Findings: Quantitative questionnaire
No. Determinant of innovation r p-value
1. Leadership style (D.I) 0.489 0.000
2. Orga...
Findings: Organisational culture
Organisational
behaviour I
Organisational
behaviour II
Leadership style
Innovation capaci...
Qualitative findings:
Leadership towards creativity
3.1 Challenge &
empowerment
3.5 Orientation
phase
3.4 Acceptance
of ch...
Qualitative findings:
Individual innovation willingness
4.2 Intrinsic
motivation
Idea creation
4.6 Innovation
willingness
...
Qualitative findings:
Collective innovation willingness
Idea
actualisation
4.1 Openness to
change
4.13 Reaction to
mistake...
Innovation in organisations requires
1. Structured routine working of experts (thick of the action)
2. Free exploration, c...
Organisational model
Thick in the action
(actuality)
Freiraum
(possibility)
Organisational structure
(organisational cultu...
Iterative creative process
Thick in the action
(actuality)
Freiraum
(possibility)
routine
working
exploring
idea
creating
...
New knowledge creation within manufacturing
A pattern analysis of behaviours and interactions that underpin
knowledge crea...
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New knowledge creation within manufacturing A pattern analysis of behaviours and interactions that underpin knowledge creation and innovation in a large German automotive manufacturer

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Joint presentation by Jan Auernhammer and Hazel Hall delivered at Information: interactions and impact (i3) conference, Aberdeen, 25th June 2013. The abstract of the presentation is also available at http://www.iidi.napier.ac.uk/c/publications/publicationid/13374697. For a fuller article on the project discussed in this presentation, please see the pdf file at http://www.iidi.napier.ac.uk/c/publications/publicationid/13375533

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New knowledge creation within manufacturing A pattern analysis of behaviours and interactions that underpin knowledge creation and innovation in a large German automotive manufacturer

  1. 1. New knowledge creation within manufacturing A pattern analysis of behaviours and interactions that underpin knowledge creation and innovation in a large German automotive manufacturer Paper presented at Information: interactions and impact (i3) Aberdeen, 25th June 2013 (#i3rgu) By Dr Jan Auernhammer and Professor Hazel Hall, Edinburgh Napier University, UK @janauernhammer, j.auernhammer@napier.ac.uk @hazelh, h.hall@napier.ac.uk
  2. 2. Content • Background • Methodology • Key findings quantitative data • Key findings qualitative data • Interpretation • Model
  3. 3. Study background Research Question: “What are the main factors that underpin creativity and innovation in a large, global manufacturing company?” Investigation: •Organisational context that facilitates innovation •Individual and team context that facilitate creativity
  4. 4. Methodology Quantitative data (Organisation) •201 questionnaires •96 variables to measure organisational conditions (for each category of framework) •10 variables to measure organisational innovation performance Qualitative data (individuals and teams) •Presentation of the key variables (survey analysis) •Discussion of key variables •Pre-existing groups responsible for development •46 Interviews (Innovation management, Research, Development, Production, After Sales, Marketing, Controlling) •Open question of how is creativity and innovation facilitated within Daimler AG
  5. 5. Findings: Quantitative questionnaire No. Determinant of innovation r p-value 1. Leadership style (D.I) 0.489 0.000 2. Organisational behaviour I (E.I) (openness, motivation & values) 0.480 0.000 3. Interdisciplinary creative working (J.I) 0.479 0.000 4. Innovation information (B.I) 0.410 0.000 5. Organisational and team structure (F.II) 0.376 0.000 6. Learning – face-to-face discussions (I.III) 0.364 0.000 7. Learning processes (I.I) 0.342 0.000 8. Organisational behaviour II (E.II) (mistakes & problem behaviour) 0.334 0.000 9. Management of implicit knowledge (C.I) 0.309 0.000 10. Creative work place (F.I) 0.293 0.000 11. Business support information (B.II) 0.265 0.002 12. Vision communication (D.II) 0.227 0.007 13. Information infrastructure (H.I) 0.212 0.009 14. Knowledge & time resources (G.II) 0.210 0.011 15. Learning – Information system (I.II) 0.134 0.114 16. Financial & information resources (G.I) 0.103 0.217
  6. 6. Findings: Organisational culture Organisational behaviour I Organisational behaviour II Leadership style Innovation capacity 0.458* Organisational culture 0.593* 0.784* 0.642* *Pearson’s correlation coefficient
  7. 7. Qualitative findings: Leadership towards creativity 3.1 Challenge & empowerment 3.5 Orientation phase 3.4 Acceptance of challenge 3.7 Freiraum (time & social space) Idea creation 3.2 Vision 3.6 Strategy Social system Creativity Organisational system 3.3 Practice of shared values (-)(+)
  8. 8. Qualitative findings: Individual innovation willingness 4.2 Intrinsic motivation Idea creation 4.6 Innovation willingness 4.1 Openness to change Idea expression 4.9 Social reward Creativity Cognitive system Social system 4.8 Appreciation by leaders 4.10 No stress 4.3 Open communication 4.11 Level of freedom 4.7 Freiraum (Social space)
  9. 9. Qualitative findings: Collective innovation willingness Idea actualisation 4.1 Openness to change 4.13 Reaction to mistakes Social system Mistake 4.5 Risk taking 4.12 Innovation willingness Idea development Creativity 4.14 Acceptance of mistakes 4.15 learning from mistakes 4.3 Open communication
  10. 10. Innovation in organisations requires 1. Structured routine working of experts (thick of the action) 2. Free exploration, creation and prototyping of ideas (Freiraum) 3. Innovation willingness In the thick of the action Freiraum Knowledge creation within routines Idea creation by change in routines Innovation willingness
  11. 11. Organisational model Thick in the action (actuality) Freiraum (possibility) Organisational structure (organisational culture, design and knowledge) constrains /enables produces
  12. 12. Iterative creative process Thick in the action (actuality) Freiraum (possibility) routine working exploring idea creating proto- typing exploiting releasing reorganisingconserving Collective innovation willingness Individual/group innovation willingness
  13. 13. New knowledge creation within manufacturing A pattern analysis of behaviours and interactions that underpin knowledge creation and innovation in a large German automotive manufacturer Paper presented at Information: interactions and impact (i3) Aberdeen, 25th June 2013 (#i3rgu) By Dr Jan Auernhammer and Professor Hazel Hall, Edinburgh Napier University, UK @janauernhammer, j.auernhammer@napier.ac.uk @hazelh, h.hall@napier.ac.uk

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