TY - RPRT A1 - Scherer, Anke A1 - Deckert, Carsten T1 - The Dao of Innovation: What European innovators can learn from philosophical Daoism N2 - The article argues that European innovators can profit from some of the concepts of philosophical Daoism, namely "wu-wei" (non-interference) and "ziran" ("go with the flow"). Whereas most Western approaches to innovation emphasize the different stages of the creative process as well as tools to enhance creativity, the Daoist world view allows for the mind to just wander and thus spontaneously discover the solution to a problem in a rather detached state of mind. Creative minds need space for personal development and the permission to wander around without being exposed to control and instant judgement on the results. Training individuals in the tools and techniques of problem solving and creativity as the common approach in innovation management is certainly necessary, but in the end it is the intellectual accomplishment of a creative mind that produces innovation. Managers can allow this to happen when they get the balance of control and non-interference right. Y1 - 2013 PB - EAMSA - Euro-Asia Management Studies Association CY - Duisburg ER - TY - CHAP A1 - Deckert, Carsten A1 - Köhler, Petra A1 - Scherer, Anke ED - Garn, Markus T1 - Interkulturelle Innovation T2 - Jahrbuch Innovation 2014 N2 - Innovationen können zu interkulturellen Irritationen führen. Diese Erfahrung musste ein bekannter deutscher Konsumgüterhersteller bei der Produktgestaltung eines Toilettensteins machen. Das Produkt sollte durch Farbe und Form sowohl Hygiene als auch Frische suggerieren. Doch die Farben wurden so gewählt, dass das Ergebnis unglücklicherweise wie die Flagge eines benachbarten Staates aussah, was zu wütenden Protesten einiger dortiger Kunden führte. Dies ist nur ein Beweis dafür, wie wichtig es ist, interkulturelle Aspekte im Innovationsprozess zu berücksichtigen. Y1 - 2014 SN - 978-3-89981-388-3 SP - 94 EP - 99 PB - F.A.Z.-Institut für Management-, Markt- und Medieninformationen CY - Frankfurt am Main ER - TY - RPRT A1 - Deckert, Carsten A1 - Scherer, Anke A1 - Nyssen Guillén, Viola T1 - Cultural Impacts on National Innovativeness - Links between the GLOBE Cultural Dimensions and the GII and IUS Innovation Indexes T2 - CBD Working Paper Series N2 - The working paper at hand assumes that differences of innovativeness of different countries can be explained to a certain extent by cultural differences. Thus, the paper deals with the research question of which cultural dimensions have an influence on national innovativeness. Previous research mainly uses the Hofstede-dimensions to describe cultural differences and often focuses on single parameters to describe national innovativeness (e.g. number of patents per capita). This paper, instead, uses the dimensions of the GLOBE-study which builds on the findings of Hofstede but is more up-to-date and comprehensive and uses two innovation indexes – the Global Innovation Index (GII) and the Innovation Union Scoreboard (IUS) – to describe national innovativeness. The authors use correlation analysis to find relationships between the GLOBEdimensions and the innovation indexes. They find positive correlations of innovativeness (both indexes) to Future Orientation (practice scale), Gender Egalitarianism (value scale), Human Orientation (value scale) and Uncertainty Avoidance (practice scale) as well as negative correlations to In-Group Collectivism (practice scale), Future Orientation (value scale) and Uncertainty Avoidance (value scale). Some of the findings are contrary to existing hypotheses, e.g. only a weak negative correlation of Power Distance to one of the indexes. Furthermore the findings show significant differences between practice scales and value scales, especially concerning Future Orientation and Uncertainty Avoidance which deserve further examination. Overall it can be concluded that culture has an impact on national innovativeness. The different cultural dimensions of the GLOBE-study show a multi-faceted interrelationship between culture and innovation. To come to a concise answer for the question which dimensions affect national innovativeness in which way additional research will be necessary. KW - A_FBMV Y1 - 2015 UR - https://www.researchgate.net/publication/282868084_Cultural_Impacts_on_National_Innovativeness_-_Links_between_the_GLOBE_Cultural_Dimensions_and_the_GII_and_IUS_Innovation_Indexes/download VL - 1 PB - Cologne Business School CY - Köln ER - TY - CHAP A1 - Deckert, Carsten A1 - Scherer, Anke ED - Preiß, Jürgen T1 - Dao der Innovation: Spannungsfelder der Kreativität in Unternehmen T2 - Jahrbuch der Kreativität 2014 N2 - In dem Beitrag beschreiben die Autoren einige der Widersprüche und Paradoxien im Zusammenhang mit Kreativität und schlagen die Nutzung des Wertequadrats nach Helwig zu deren Beschreibung vor. Die Autoren beschreiben die dynamische Balance, die zwischen Handeln und Geschehen-Lassen bei der individuellen Kreativität besteht. Außerdem gehen sie auf die Balance aus Führung durch Kontrolle und Führung durch Vertrauen ein, die für die Coporate Creativity erforderlich ist. Die Missachtung dieser dynamischen Balance bei der individuellen Kreativität kann zu einer "Culture of Looking Busy" führen, bei der rein kontemplative Tätigkeiten als unproduktiv angesehen werden. Bei der Corporate Creativity kann sie zu einer "Culture of Compulsive Control" führen, bei der Manager versuchen, die Kreativität ihrer Mitarbeiter zu kontrollieren anstatt sie zu fördern und zu unterstützen. Y1 - 2016 UR - https://www.researchgate.net/publication/272291399_Dao_der_Innovation_Spannungsfelder_der_Kreativitat_in_Unternehmen SN - 978-3-7392-0194-8 SP - 101 EP - 118 PB - Books on Demand CY - Norderstedt ER - TY - JOUR A1 - Deckert, Carsten A1 - Scherer, Anke T1 - The Dao of Innovation: What European Innovators Can Learn from Philosophical Daoism JF - Kindai Management Review N2 - A central question for managers in charge of innovation is to what extent creativity and inno-vation can be controlled and supervised, or whether they just have to be set free and allowed to take shape. In assessing this dilemma the authors conclude that there is a contradiction of action versus inaction on the personal level as well as a contradiction of control versus loss of control on the organizational level. What European innovators can learn from philosophical Daoism is an attitude that allows a process to just develop “naturally” and refrains from prem-ature interference with the intention to permanently be in control. In business structures that judge everything according to its usefulness, i.e. profitability for the company, a look at the laid-back attitude of Daoism where usefulness and uselessness are relative qualities might relief the pressure on people to perform in a premeditated way. Innovation can be supported, but creativity cannot be forced. It can only be allowed to happen when control, interference, and action are balanced out with non-interference, and go-with-the-flow. This attitude in not an excuse for stressed-out managers to neglect their duty, but a time honoured worldview of one of the oldest civilizations in the world that can give them the sovereignty to “get out of the way” and let innovation happen. Y1 - 2017 VL - 5 IS - 4 SP - 105 EP - 118 ER - TY - RPRT A1 - Deckert, Carsten A1 - Nawrat, Nicole A1 - Scherer, Anke T1 - Cultural Product Design Matrix T2 - CBS Working Paper Series Y1 - 2018 UR - https://www.researchgate.net/publication/326041216_Cultural_Product_Design_Matrix SN - 2195-6618 VL - 2 PB - Cologne Business School CY - Köln ER -