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Leading for Innovation Study materials

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Study materials Leading for Innovation

Introduction

Module Aims

This module aims to develop a greater understanding of how to foster an innovative work environment. In this modulethe role of the leader will be examined as he/she facilitates innovative ventures by identifying and defining problemsworth pursuing (where potential payoffs justify risks), creating a context that allows for multiple parties to work togetherin generating viable ideas (those with a chance of successful implementation) and managing the context of ideadevelopment and fielding - to ensure that viable ideas are likely to be adopted in the marketplace. This module alsoaims to understand how to develop leaders for innovation.

It is further aimed to develop an understanding into issues such as:

Why is innovation important (especially now)?

What makes a leader more or less successful at leading for innovation?

What is the role of the team in the innovation process?

How might leading for innovation vary by domain (i.e., IT, marketing, etc.)?

How can crowdsourcing be used to foster innovation?

Topic Outline

Overview of why innovation is more important than ever - the idea economy.

The process of leading for innovation.

Characteristics and activities of a successful leader of innovation.

Creative problem solvers.

Crowdsourcing and innovation.

The role of knowledge management and innovation.

Examples of successful innovative efforts.

Building an innovative team.

Leading for innovation across industries.

Development of creative leaders.

Page 1 of 1 Warwick Business School

Module outline Leading for Innovation

Monday

Monday 16 February 2015

09.30-10.00 Arrival and coffee

10.00-12.30 Introduction to Leading for Innovation DE

12.30 Lunch

13.30-15.00 Designing with people to foster innovation EG

15.00-15.30 Break

15.30-17.00 Designing with people to foster innovation (continued) EG

EVENING Group work

Sessions will be led by the following faculty members:

DE = Dawn EubanksEG = Ed GardinerAI = Andrea IsoniJD = Jerker DenrellAM = Alicia Melis


Programme Leading for Innovation

Tuesday

Tuesday 17 February 2015

09.00-10.30 Creative problem solvers DE

10.30-11.00 Break

11.00-12.30 Examples of successful innovative efforts DE

12.30 Lunch

13.30-15.00 Leading for Innovation case studyGuest speaker

15.00-15.30 Break

15.30-17.00 Case study - debriefGuest speaker

EVENING Group work



Wednesday

Wednesday 18 February 2015

09.00-10.30 How to manage in nearly random environments JD

10.30-11.00 Break

11.00-12.30 How to manage in nearly random environments (continued) JD

12.30 Lunch

13.30-15.00 Leading for Innovation across industries DE

15.00-15.30 Break

15.30-17.00 Development of creative leaders DE

EVENING Group work



Thursday

Thursday 19 February 2015

09.00-10.30 The behavioural economics of extrinsic and intrinsic motivation AI

10.30-11.00 Break

11.00-12.30 The behavioural economics of extrinsic and intrinsic motivation (continued) AI

12.30 Lunch

13.30-15.00 Building an innovative team DE

15.00-15.30 Break

15.30-17.00 Crowdsourcing and innovation DE

EVENING Group work



Friday

Friday 20 February 2015

09.00-10.30 Group work preparation DE/AM

10.30-11.00 Break

11.00-12.30 Group work preparation (continued) DE/AM

12.30 Lunch

13.30-14.30 Group work preparation (continued) DE/AM

14.30-17.00 Group presentations and wrap up DE/AM



Module assessment

The module is assessed by group presentation (20%) and individual essay (80%).

1. Group presentation (20%)

In the evenings your group will reflect on the day's material and consider how it applied to one or more managerialsituations with which you are familiar in your own life or work. On Friday you will deliver a presentation based on thesereflections.

This presentation must not merely be a set of bullet points. Rather you are encouraged to develop scenarios,vignettes or even stories illustrating the ideas. All students will be expected to participate and be prepared to answerquestions. You can have a leader but not a spokesperson.

Originality, informativeness and accuracy will count. The evaluation will be competitive.

One member from each group on behalf of the group, should upload a copy of the submission to my.wbs by 17.30(UK time) on Friday 20 February 2015.

2. Individual essay (80%)

This will be a 3,000 word essay. You will drill down into a single issue from amongst those you were introduced to inthe teaching part of the module. The essay is expected to go significantly beyond what was said in the class. We willbe expecting you to make rigorous (and vigorous) arguments and not vague claims.

The essay should have four main parts:

1. Introduction: describe the main theme and goal of your essay.

2. Background: a critical review and evaluation of the literature. You should restrict your attention to a small andmanageable topic and we will suggest topics that are appropriate.

3. Application: discuss the relevance of the findings to the practice of management. Here you should attempt toprovide general lessons, although it is quite acceptable to back up your ideas with anecdotes. The work donepreparing for the group presentation should be invaluable here.

4. Conclusion: the take home message or elevator version of your paper, along with suggestions for futureresearch.

The essay should be no more than 3,000 words, including everything. Any text over this limit will not be marked.

SUBMISSION DEADLINE: Monday 23 March 2015, 17.30 (UK time)

The submission deadline is precise and uploading of the document must be completed before 17.30 (UK time) on thesubmission date. Any document submitted even seconds later than 17.30 precisely will be penalised for latesubmission in line with WBS policy. Please consult your student handbook on my.wbs for more detailed information.

The online assignment submission system will only accept documents in portable documents format (PDF) files.Please note that we will not accept PDF files of scanned documents. You should create your assignment in yourchosen package (for example, Word), then convert it straight to PDF before uploading. Please place your student IDnumber, NOT YOUR NAME, on the front of your submission as all submissions are marked anonymously.

All the scripts should also have the following paragraph included on the front page:

This is to certify that the work I am submitting is my own. All external references andsources are clearly acknowledged and identified within the contents. I am aware of the


Assessment Leading for Innovation

sources are clearly acknowledged and identified within the contents. I am aware of theUniversity of Warwick regulation concerning plagiarism and collusion.

No substantial part(s) of the work submitted here has also been submitted by me in otherassessments for accredited courses of study, and I acknowledge that if this has been donean appropriate reduction in the mark I might otherwise have received will be made.

PLEASE ENSURE YOU KEEP A SECURITY COPY OF YOUR ASSESSMENT


Assessment Leading for Innovation

Teaching faculty

Dawn Eubanks, Module coordinator - Associate Professor of Behavioural Science &Strategy

Dawn Eubanks is an Associate Professor of Behavioural Science and Strategy at Warwick BusinessSchool. She earned her PhD in Industrial Organizational Psychology with a minor in quantitativemethods from The University of Oklahoma.

Edward Gardiner, Behavioural Design Lead

Ed leads a partnership with the Design Council called the Behavioural Design Lab,applying insights and methods from behavioural science to the design of new products,services and places that change behaviour and improve everyday life. Before joining WBS,Ed worked for the advertising agency, Rainey Kelly Campbell Roalfe / Y&R, managingintegrated campaigns for private and public sector campaigns. He holds an MA in NaturalSciences (Psychology) from the University of Cambridge and an MSc in Cognitive andDecision Sciences from UCL.

Ed is based at the Design Council and works with organisations from all sectors to helpthem understand the role of behaviour in the challenges they face. He is also part of theCreate programme at WBS, exploring new teaching and research opportunities on the roleof design and creativity in business.

Andrea Isoni, Associate Professor of Behavioural Science

Andrea joined the Behavioural Science Group at WBS in 2012. He obtained his PhD inEconomics at the University of East Anglia in 2009. He has previously worked as Lecturerin Environmental and Resource Economics at School of Environmental Sciences of theUniversity of East Anglia, and as a Research Fellow at the Centre for Behavioural andExperimental Social Science and at the Department of Economics of the University ofWarwick.

Jerker Denrell, Professor of Behavioural Science

Prior to joining Warwick Business School in 2012 Jerker Denrell was Professor of Strategyand Decision Making at University of Oxford and Associate Professor of OrganizationalBehavior at Stanford Graduate School of Business. He has published widely on topicsincluding social dynamics, behavioural strategy, organizational learning and risk taking inleading journals including Psychological Review, Science, Proceedings of the NationalAcademy of Sciences, Management Science, Organization Science, StrategicManagement Journal, and Administrative Science Quarterly. A native of Sweden, Jerkerstudied philosophy, economics and management at Lund University and mathematics atStockholm University. He received his PhD from Stockholm School of Economics in1998.


Teaching Faculty Leading for Innovation

http://www.behaviouraldesignlab.org/

Alicia P. Melis, Assistant Professor of Behavioural Science

Alicia Melis is Assistant Professor in the Behavioural Science Group at Warwick BusinessSchool. Prior to joining Warwick Business School she was a postdoctoral researcher at theDepartment of Developmental and Comparative Psychology at the Max Planck Institute forEvolutionary Anthropology (Leipzig ). She studied Biology at the Freie University of Berlinand received her PhD in Psychology from the University of Leipzig under the supervisionof Michael Tomasello, Brian Hare and Josep Call. She investigates the phylogenetic rootsand the development of human cooperative and prosocial behavior. She conducts studieswith humans (mainly young children) and chimpanzees in African sanctuaries.


Teaching Faculty Leading for Innovation

Readings

The textbook provided for the week is:

Puccio, G.J.; Mance, M. and Murdock, M.C. (2011)Creative Leadership: The Skills That Drive Change (2nd edn)London: Sage Publications Inc.ISBN: 9781412977579

Although not set texts for this module, you might also find the following textbooks useful:

Pink, D. (2009)Drive: The surprising truth about what motivates usNew York: Riverhead Books

Sternberg, R.J. (1999)The Handbook of CreativityCambridge University Press: Cambridge

Zhou, J. and Shalley, C.E. (2008)Handbook of Organizational CreativityNew York, NY: Taylor & Francis Group, LLC

Readings from all three of these books are detailed in the relevant sessions, but we recommend that you read broadlysince all the books are of interest in their entirety.

The readings in this module are divided into pre-readings, essential readings and furtherreadings. Completing as much of the pre-reading and essential reading as possible before you attend will provide youwith a wider understanding of the topics to be discussed during the module and therefore enhance your contribution tothe class.

However, we understand that many of you will find it difficult to complete all of the reading due to other commitments,so have classified the readings as follows:

Pre-readings are included in the online materials; you should read these in advance of the session to whichthey relate. Unless specified, you should treat ALL case studies as required pre-reading.

Essential readings are also included in the online materials. In order to complete the module and theassignment successfully you should complete this reading when you have time, either during or after themodule.

Further readings are intended for those who may wish to widen and deepen their understanding of particularissues now or in the future. You will have to use your own library skills to obtain these.


Readings Leading for Innovation

Monday readings

Monday 16 February 2015

Introduction

Essential reading: Puccio et al., Chapters 1 and 2

Amabile, T.M. (1998)'How to Kill Creativity'Harvard Business Review, 76, 5, Sept-Oct, 77-87Please access BSP here, and search for: AN 1048966

Lichtenfeld, S.; Elliot, A.J.; Maier, M.A. and Pekrun, R. (2012)'Fertile green: Green facilitates creative performance'Personality and Social Psychology Bulletin, 38, 6, 784-97

Yadav, M.S.; Prabhu, J.C. and Chandy, R.K. (2007)'Managing the future: CEO attention and innovation outcomes'Journal of Marketing, 71, 4, 84-101

Designing with people to foster innovation

Essential reading: Puccio et al., Chapters 3-5

Norman, D. (2010)Design Thinking: A Useful MythWebsite: www.core77.com

Normal, D. (2013)Rethinking Design ThinkingWebsite: www.core77.com

Kimbell, L. (2011)'Rethinking Design Thinking: Part 1'Design and Culture, 3, 3, pp. 285-306

Kimbell, L. (2012)'Rethinking Design Thinking: Part 2'Design and Culture, 4, 2, pp. 129-48

Further reading: Behavioural Design Lab library

Design Methods Resources

Norman, D. (2013)The Design of Everyday ThingsBoston, MA: MIT Press

Martin, R. and Christensen, K. (2013)Rotman on Design: The Best on Design Thinking from Rotman MagazineToronto: University of Toronto Press

Kelley, D. and Kelley, T. (2013)Creative Confidence: Unleashing the Creative Potential Within Us AllGlasgow: William Collins

Brown, T. (2009)Change by Design: How Design Thinking Creates New Alternatives for Business andSociety



http://0-search.ebscohost.com.pugwash.lib.warwick.ac.uk/direct.asp?db=buh&jid=HBR&scope=site

http://0-psp.sagepub.com.pugwash.lib.warwick.ac.uk/content/38/6/784.full.pdf+html

http://0-search.ebscohost.com.pugwash.lib.warwick.ac.uk/login.aspx?direct=true&db=buh&AN=26506750&site=bsi-live

http://www.core77.com/blog/columns/design_thinking_a_useful_myth_16790.asp

http://www.core77.com/blog/columns/rethinking_design_thinking_24579.asp

http://www.designstudiesforum.org/journal-articles/rethinking-design-thinking-part-i-2/

http://www.designstudiesforum.org/journal-articles/rethinking-design-thinking-part-2/

http://www.behaviouraldesignlab.org/library/

http://joannachoukeir.com/Design-Methods-Resources/.VKpbisaG7ww

SocietyNew York: Harper Business



Tuesday reading

Tuesday 17 February 2015

Creative Problem Solvers

Essential reading: Reiter-Palmon, R. and Illies, J.J. (2004)'Leadership and creativity: Understanding leadership from a creative problem-solvingperspective'The Leadership Quarterly, 15, 1, pp. 55-77

Shalley, C.E.; Zhou, J. and Oldham, G.R. (2004)'The effects of personal and contextual characteristics on creativity: Where should we gofrom here 'Journal of Management, 30, 6, pp. 933-58

Tierney, P.; Farmer, S.M. and Graen, G.B. (1999)'An examination of leadership and employee creativity: The relevance of traits andrelationships 'Personnel Psychology, 52, 3, pp. 591-620

Hunter, S.T. and Cushenbery, L. (2014)'Is being a jerk necessary for originality? Examining the role of disagreeableness in thesharing and utilization of original ideas'Journal of Business and Psychology, December 2014

Examples of Successful Innovative Efforts/Case study

Essential reading: deJong, J.P.J. and den Hartog, D.N. (2007)'How leaders influence employees innovative behaviour'European Journal of Innovation Management 10, 1, pp. 41-64

Denti, L. and Hemlin, S. (2013)'What Connects Leadership and Creativity?'In Hemlin, S.; Allwood, C.M.; Martin, B.R. and Mumford, M.D. (eds)Creativity and Leadership in Science,Technology, and Innovation, p58-80



http://0-www.sciencedirect.com.pugwash.lib.warwick.ac.uk/science/article/pii/S1048984303001024






http://0-link.springer.com.pugwash.lib.warwick.ac.uk/article/10.1007/s10869-014-9386-1

http://0-search.proquest.com.pugwash.lib.warwick.ac.uk/docview/211815577/8663B178FD2240C0PQ/3?accountid=14888

http://www2.warwick.ac.uk/services/library/search/extracts/ib/ib9cv/denti_l_2013.pdf

Wednesday readings

Wednesday 18 February 2015

How to Manage in Nearly Random Environments

Essential reading: Watts, D.J. and Hasker, S. (2006)'Marketing in an unpredictable world'Harvard Business Review, 84, 9, pp. 25-30Please access BSP here, and search for: AN 21882923

Barthélemy, J. (2006)'The Experimental Roots of Revolutionary Vision'Sloan Management Review, 48, 1, pp. 81-84

Leading for Innovation across industries


Amabile, T.M.; Schatzel, E.A.; Moneta, G.B. and Kramer, S.J. (2004)'Leader behaviors and the work environment for creativity: Perceived leader support'The Leadership Quarterly, 15, 1, pp. 5-32

Friedrich, T.L; Mumford, M.D.; Vessey, B.; Beeler, C.K. and Eubanks, D.L. (2010)'Leading for innovation: reevaluating leader influences on innovation with regard toinnovation type and complexity'International studies of management and organization, 40, 2, pp. 6-29

Hunter, S.T. and Cushenbery, L. (2011)'Leading for innovation: Direct and indirect influences'Advances in Developing Human Resources, 13, 3, 248-65A link to this reading will be provided shortly

Mumford, M.D.; Eubanks, D.L. and Murphy, S.T. (2007)'Creating the conditions for success: Best practices in leading for innovation'Chapter 6 in Conger, J.A. and Riggio, R.E. (eds),The practice of leadership: Developing the next generation of leaders (pp. 129-49)San Francisco, CA: Jossey-BassPlease click on 'MyiLibrary e-book', and then navigate through to Chapter 6.

Development of Creative Leaders

Essential reading: Mumford, M.D.; Hunter, S.T.; Eubanks, D.L.; Bedell, K.E. and Murphy, S.T. (2007)'Developing leaders for creative efforts: A domain-based approach to leadershipdevelopment'Human Resource Management Review, 17, 4, pp. 402-17

Mumford, M.D.; Scott, G.M. and Strange, J.M. (2002)'Leading creative people: Orchestrating expertise and relationships'The Leadership Quarterly, 13, 6, pp. 705-50

Shalley, C.E. and Gilson, L. (2004)'What leaders need to know: A review of social and contextual factors that can foster orhinder creativity'The Leadership Quarterly, 15, 1, pp. 33-53



http://0-search.ebscohost.com.pugwash.lib.warwick.ac.uk/direct.asp?db=buh&jid=HBR&scope=site

http://search.proquest.com/abiglobal/docview/224961821/78ED5D97A1CD417FPQ/1?accountid=14888



http://encore.lib.warwick.ac.uk/iii/encore/record/C__Rb2750292





of 8 Warwick Business School


Thursday readings

Thursday 19 February 2015

The Behavioural Economics of Extrinsic and Intrinsic Motivation

Essential reading: Frey, B.S. (2012)'Crowding Out and Crowding In of Intrinsic Preferences'in Brousseau, E.; Dedeurwaerdere, T. and Siebenhüner, B. (eds), Reflexive Governancefor Global Public GoodsMassachusetts Institute of Technology

Frey, B.S. and Jegen, R. (2001)'Motivation Crowding Theory'Journal of Economic Surveys, 15, 5, pp. 589-611

Gneezy, U. and Rustichini, A. (2000)'Pay Enough or Don't Pay at All'Quarterly Journal of Economics, 115, 3, pp. 791-810

Bitzer, J.; Schrettl, W. and Schrȍder, P.J.H. (2007)'Intrinsic Motivation in Open Source Software Development'Journal of Comparative Economics, 35, 1, pp 60-69

Building an Innovative Team

Essential reading: Basadur, M. (2004)'Leading others to think innovatively together: Creative leadership'The Leadership Quarterly, 15, pp. 103-21

Kurtzberg, T.R. and Amabile, T.M. (2001)'From Guilford to creative synergy: Opening the black box of team-level creativity'Creativity Research Journal, 13, 3-4, pp. 285-94

Crowdsourcing and Innovation


Afuah, A. and Tucci, C. (2012)'Crowdsourcing as a solution to distant search'Academy of Management Review, 37, 3, pp. 335-75

Brabham, D.C. (2008)'Crowdsourcing as a model for problem solving'Convergence: The International Journal of Research into New Media Technologies,14, pp. 75-90

Leimeister, J.M.; Huber, M.;p Bretschneider, U. and Krcmar, H. (2009)'Leveraging crowdsourcing: Activation-supporting components for IT-based ideas competition'Journal of Management Information Systems, 26, pp. 197-224

Schenk, E. and Guittard, C. (2011)'Towards a characterization of crowdsourcing practices'Journal of Innovation Economics and Management, 1, 7, pp. 93-107



http://www.crema-research.ch/bawp/2012-06.pdf





http://0-www.tandfonline.com.pugwash.lib.warwick.ac.uk/doi/abs/10.1207/S15326934CRJ1334_06#.VK5WjPl_uSo


http://www2.warwick.ac.uk/services/library/search/extracts/ib/ib9cv/brabham_d_2008.pdf


http://www2.warwick.ac.uk/services/library/search/extracts/ib/ib9cv/schenk_e_2011.pdf

Friday readings

Friday 20 February 2015

Group presentations

There are no set readings for this session.



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