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The Role of Organizational Vision in Guiding Idea Generation within SME Contexts

Lookup NU author(s): Dr Robert Newbery



It is known that new ideas are required if our organisations are going to survive and grow (Martins and Terblanche, 2003; Burns, 2008; Amabile et al, 1996). Without the ability to think differently firms quickly stagnate and decline (Cummings and Oldham, 1997; Hughes, 2003; Dickson, 2010). While it is understood that new ideas are vital to organisations there still remains a debate as to how our firms should guide or structure idea generation, indeed whether there should be any form of control at all (Leonard and Swap, 2005; Busco et al, 2012). Through in-depth qualitative research in a variety of SMEs this paper will show that a modicum of structure is necessary if idea generation is to be most effective. Building from this understanding the paper then goes on to argue that organisational “visions” (Gdanz, 2009, Kilpatrick and Silverman, 2005; Spragins, 1992) can be used to provide broad, loose frameworks for ideas. It is hoped that this paper will encourage further research into the ways in which visions can be used to guide idea generation.

Publication metadata

Author(s): Perkins G, Lean J, Newbery R

Publication type: Article

Publication status: Published

Journal: Creativity and Innovation Management

Year: 2017

Volume: 26

Issue: 1

Pages: 75-90

Print publication date: 01/03/2017

Online publication date: 02/01/2017

Acceptance date: 25/10/2016

Date deposited: 04/11/2016

ISSN (print): 0963-1690

ISSN (electronic): 1467-8691

Publisher: Wiley-Blackwell


DOI: 10.1111/caim.12206


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