Preface to fourth edition -- Creativity and it importance in business -- Blocks to creativity -- Theories of creativity -- Problem solving and improvisation -- Factors influencing people's ability to undertake ideation -- Objective finding, fact finding and problem finding/definition -- Morphological analysis and related techniques -- Brainstorming and its variants -- Lateral thinking and associated methods -- Synectics -- Miscellaneous ideation techniques -- Evaluation -- Decision making -- Computer-assisted creative problem solving -- Bibliography -- Author index -- Subject index
PurposeThe purpose of this paper is to examine the process of innovation management in the eighteenth century in the context of the search for precision time keeping in the watch making industry. In particular it looks at how knowledge was managed and transferred among interested stakeholders in the process.Design/methodology/approachThe paper reviews the published horological literature on the subject and considers it within modern theories relating to the management of innovation.FindingsThis paper illustrates that personal contact and collaboration is important to the development of innovation. The paper highlights the importance of networking in the process of innovation and collaboration as a means to share and develop ideas. Collaboration with organisations working in adjacent technologies was found to be present and competition promoted by the incentive of financial reward was found to be a motivator factor for moving innovation forward.Originality/valueThis paper will be helpful to academics who study innovation history as well as current innovation management practices.
PurposeSeeks to examine important characteristics that go hand‐in‐hand with successful public‐private partnerships.Design/methodology/approachA grounded theory approach is adopted involving interviews and group discussions with executives of the organisations involved. The rationale behind the reduction of the data collected was based on the commonalty of the words, themes and concepts being produced by the respondents through the written and oral research data.FindingsA descriptive model is presented which identifies five key characteristics: good communication, openness, effective planning, ethos and direction. It is argued that all contribute to the success of a joint venture.Research limitations/implicationsFurther research might examine other examples of public‐private partnerships since the research reported here comprises only a single case study – the major limitation of this research. While utilising the findings of this research may improve the chances of a successful venture, they cannot of their own accord guarantee success since other factors are at play.Originality/valueThe paper presents a valuable insight for both academics and practitioners who are keen to appreciate executives' concerns that can arise in evolving a joint venture between a public and a private sector organisation.
