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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
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, [email protected] @hazelh, [email protected]
Content • Background • Methodology • Key findings quantitative data • Key findings qualitative data • Interpretation • Model
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
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
Findings: Quantitative questionnaire No. Determinant of innovation r p-value1. Leadership style (D.I) 0.489 0.0002. Organisational behaviour I (E.I)
(openness, motivation & values)0.480 0.000
3. Interdisciplinary creative working (J.I) 0.479 0.0004. Innovation information (B.I) 0.410 0.0005. Organisational and team structure (F.II) 0.376 0.0006. Learning – face-to-face discussions (I.III) 0.364 0.0007. Learning processes (I.I) 0.342 0.0008. Organisational behaviour II (E.II)
(mistakes & problem behaviour)0.334 0.000
9. Management of implicit knowledge (C.I) 0.309 0.00010. Creative work place (F.I) 0.293 0.00011. Business support information (B.II) 0.265 0.00212. Vision communication (D.II) 0.227 0.00713. Information infrastructure (H.I) 0.212 0.00914. Knowledge & time resources (G.II) 0.210 0.01115. Learning – Information system (I.II) 0.134 0.11416. Financial & information resources (G.I) 0.103 0.217
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
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
(-)(+)
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)
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
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
Organisational model
Thick in the action
(actuality)
Freiraum(possibility)
Organisational structure (organisational culture, design and knowledge)
constrains/enablesproduces
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
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, [email protected] @hazelh, [email protected]
