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RESEARCH PERSPECTIVES OF THE
INNOVATION INSIGHTS HUB
Monday, 16th March
CSM/UAL London
UAL's Community of Practice Initiative
A-M Nisula, 2015
Anna-Maija Nisula
Post-doctoral researcher,
LUT School of Business and Management, Lappeenranta University of
Technology, Finland
Visiting reseracher,
Innovation Insight HUB, Central Saint Martin/University of the Arts London
UAL's Community of Practice Initiative
A-M Nisula, 2015
Anna-Maija Nisula
D.Sc. (econ & bus.adm), M.Sc. (tech)
Post-doctoral researcher and project manager at the LUT School of Business and Management at
Lappeenranta University of Technology. My research focus is on knowledge management, and more
specifically on the development of organizational renewal capability, organizational creativity,
individual and team creativity, innovative behavior, temporary and new forms of organizing, agile
co-creation practices, radical innovation. My PhD research examined the development of organizational
creativity as a multi-level phenomenon from multi-theory perspective, including an approach based on
improvisational theatre.
Visiting researcher at Innovation Insights HUB at the University of the Arts London/CRM
Research project experience
INNOSPRING CATCH (2015-2016) Captruing opporturnities and co-creating value in the digital economy
(ongoing), *)
AGILE (2014-2015) Agile co-creation practices for business development (ongoing) *) INWORK (2012-2013). Measuring and mangaing the workplace innovation. *) WORK-IN-NET (2009-2011). Development of organizational renewal capability, *) INNOSPRING ACCESS: (2005-2006) Collaborative Innovation and Networked R&D. *)
*) Researcher and project manager
A-M Nisula, 2015
my research perspectives
1. creativity and innovative behaviour
- indivudual/employee improvisation in organization
- innovative creative behaviours in co-creation
2. improvisation and improvisationl theatre
- dynamic innovative behavior (improvisation)
- collective creativity and improvisation
- improvisation in enhancing creativity in team/organization
3. new forms of organizing
- temporary groups, short innovation events, self-organizing (nonhierachical groups), crowds (crowdsourcing), virtual co-creation
A-M Nisula, 2015
CREATIVE PARTNERSHIP
| collaboration | co-creation | co-desing | creative synthesis |
| co-improvisation |
A-M Nisula, 2015
CREATIVE PARTNERSHIP
| designer | producer | user | customer |
A-M Nisula, 2015
MOTIVATION FOR PARTNERSHIP
| novel outcome | business | learning | fun | passion |
- to create new by combining knowledge, creativity, compentences,
perspectives and interpretations of the partners in a novel and
situational manner
A-M Nisula, 2015
CREATIVE PARTNERSHIP
relationship | way create | practices
- creative partnership
is built/invented by the partners
- developing and open emerging for directions
- practices are re-shaped
- grounded by mutual trust and engagement
- shared goal
- benefits (gives value) all partners
A-M Nisula, 2015
How the expertise, creativity, engagement, perspectives
and interpretations of the partners can be synthetized
in a creative manner?
A-M Nisula, 2015
The nature of creative
parntership
Creative partnership is improvisational …
- “unplanned” – built in interaction between the partners
- designing and producing simultaneously (making experiments)
- unexpected turning points are likely
- result is open-ended – shaped by the partners
- each partner has equal possibility to contribute on the creation
- partners assume shared responsibility
(Sawyer and DeZutter, 2009; Prins, 2008)
A-M Nisula, 2015
…from improvisational theatre
into organization
collective improvisation is group’s or community’s social ability
(Nonanaka and Toyoma, 2007; Erden et al. 2008),
it represent the highest level of group’s tacit knowledge (Erden et al.,
2008).
Partnerships, groups, communities, organizations constitute of
interplaying and interdependent individuals
A-M Nisula, 2015
Individual behaviors that build creative partnership
- accept ideas coming from others and build on them
- trust
- be alert to the opportunities presented by the situation and help to
move the action forward
- take the lead (and give lead) at different times depending on the
needs of the situation.
- consider errors as a source of ideas (or novel directions)
- be open for initiatives and contributions of the others
(Vera & Crossan, 2005; Johnstone, 1989; Koppett, 2001)
A-M Nisula, 2015
Conclusions
co-creation, co-design and other multiparty collaborations are
increasingly common
such co-creation resembles collective improvisation
actors who can build partnerships in novel combinations of expertise,
knowledge, competence, creativity, are likely to achieve novel
outcomes and simultaneously learning (for the future)
improvisational theatre provides techniques and tools for stimulating
co-creation, and collective behaviors in various contexts
A-M Nisula, 2015
Thank you!
[email protected]
[email protected]
twitter @NisulaAm
LinedIn
UAL's Community of Practice Initiative
A-M Nisula, 2015