Call for Papers – Special Issue
Innovation and Creativity: What do we know? Where are we going?
Guest Editors
Dr. Patrick Reid (Principal Teaching Fellow, WMG, University of Warwick, UK)
Des Laffey (Senior Lecturer, University of Kent, UK)
Des Laffey (Senior Lecturer, University of Kent, UK)
Innovation in Context
In 2010, IBM (2010) published the results of its most recent survey of 1,500 Chief Executive Officers (CEOs) from 60 countries and 33 industries worldwide. Less than half of the CEOs felt their business was prepared for an increasingly complex and volatile business environment. They identified creativity as the single most important leadership competency for enterprises seeking a course through this complexity. Creative leaders invite disruptive innovation, encourage others to drop outdated approaches and take balanced risks. They are open-minded and inventive in expanding their management and communication styles, particularly to engage with a new generation of employees, partners and customers.
Research by Booz & Co. (Jaruzelski and Dehoff, 2010) confirmed that more than two thirds of the companies in the Innovation 1000 group maintained or increased their R&D spending in 2008. Innovation investment was seen as essential in supporting corporate strategy.
Boston Consulting Group (Andrew et al., 2010) has found a clear correlation with investment in innovation and stock market performance. A study of the most innovative companies versus those of their industry peers for both three and ten year periods was performed. The innovative companies outperformed their peers by 12.4 % over a three year period and two percentage points over the ten year period.
The extensive academic, private and public sector interest in innovation will bring together a diverse range of practitioners and academics for what we hope will be a popular and practical Journal of Strategic Management Education Special Issue.
Approach
Suggested Topics
- Innovation in context for the individual, group, company, national and international perspectives
- Theory and application of tools and techniques to embed and enhance innovation processes
- Development and embedding of innovation capability into business processes
- Case studies describing the impact of innovation on business processes across the value chain
- Impact of innovation on the evolution of business models
- Best practice in innovation management
- Measuring the value of innovation
- Impact of Open Innovation on traditional business models
- Evolving trends in innovation management
The above list is only to provide some general guidance and the Special Issue is open to a range of papers.
Key Dates
Full papers submitted: 30th November 2011Decisions on papers: 15th January 2012
Final revised papers submitted: 28th February 2012
Please submit abstracts and papers or any ideas and questions to:
All papers will go through the regular double-blind review process to ensure relevance and quality, and must adhere to the JSME’s “Submissions + Notes for Authors” at, http://senatehall.com/strategic-management/submissions
References for “Innovation in Context”:
Andrew, J.P., Manget, J., Michael, D.C., Taylor, A., Zablit, H. ( 2010). Innovation 2010: A Return to Prominence – and the Emergence of a New World Order. A BCG Senior Management Survey.
IBM (2010). Capitalising on Complexity – Insights from the Global Chief Executive Officer (CEO) Study. IBM Institute for Business Value.
Jaruzelski, B., Dehoff, K. (2009). Profits Down, Spending Steady: The Global Innovation 1000. Booz & Co. Preprint Strategy + Business, 57, Winter 2009.
