TY - CHAP A1 - Deckert, Carsten A1 - Kalefeld, Jannik A1 - Kutz, Martin ED - Kumar, Vikas ED - Leng, Jiewu ED - Akberdina, Victoria ED - Kuzmin, Evgeny T1 - Business Model Innovation for the Internet of Things T2 - Lecture Notes in Information Systems and Organisation: Digital Twins and New Business Models Y1 - 2022 SN - 978-3-030-94617-3 U6 - https://doi.org/10.1007/978-3-030-94617-3_23 SN - 2195-4968 VL - LNISO,volume 54 SP - 321 EP - 333 PB - Springer International Publishing CY - Cham ER - TY - CHAP A1 - Eversheim, Walter A1 - Deckert, Carsten A1 - Westekemper, Markus T1 - Increasing Efficiency through Integration of Freeform-Features into the CAD/CAM Chain T2 - Product Data Technology Europe 2000 Y1 - 2000 SP - 355 EP - 362 ER - TY - CHAP A1 - Deckert, Carsten A1 - Wittberg, Volker T1 - Knowledge Management in Consulting - Value Added through Knowledge Exchange with EDEN Y1 - 2004 PB - International Conference on Competitive Manufacturing CY - Stellenbosch ER - TY - CHAP A1 - Deckert, Carsten T1 - Managing Knowledge and Best Practice in the Tool and Die Industry T2 - 17th Annual Conference of the South African Institute for Industrial Engineering Y1 - 2002 CY - Stellenbosch ER - TY - CHAP A1 - Deckert, Carsten T1 - Why Some Ideas Refuse to Diffuse BT - 8th Annual Conference Front End of Innovation (FEI EMEA), Munich N2 - There is a popular saying in German: Innovation is when the market shouts “Hooray!”. Thus, a new idea is only as good as its diffusion into the addressed social system. The question is what affects the adoption or rejection of a new idea. Carsten Deckert shares his experience on the main innovation resistances and on ways to increase the acceptance of new ideas. He talks about which perceived attributes of innovations are conducive to the rate of adoption of an innovation and which are characteristics of failed innovations. Y1 - 2014 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:due62-opus-18193 PB - KNect 365 CY - München ER - TY - CHAP A1 - Deckert, Carsten T1 - Tensions in Corporate Creativity T2 - Book of Papers N2 - The standard definition of creativity is based on a tension between originality and effectiveness. Borrowing from the wave-particle duality in physics one could say that there is an originality-effectiveness duality at work for creativity. The paper explores how this tension pervades Amabile's (1997) componential theory of organizational creativity with the components organizational motivation, management practices (including work assignment and work control) and resources. As a method the so called value square (" Wertequadrat ") developed by Helwig (1967) and Schulz von Thun (1998) is used which balances a value with its countervalue. The author identifies a tension of corporate tradition and corporate change for organizational motivation, a tension of skills and challenges for work assignment, a tension of management by control and management by loss of control for work control as well as a tension of organizational efficiency and organizational slack for resources. Additionally different implications of these tensions for the resistance of a company to creativity, for an organizational climate conducive to creativity as well as for resource allocation in creative endeavours are discussed. KW - Components of Creativity KW - Corporate Creativity KW - Organizational Creativity Y1 - 2016 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:hbz:due62-opus-18065 UR - https://www.researchgate.net/publication/313010955_TENSIONS_IN_CORPORATE_CREATIVITY SP - 79 EP - 86 ER - TY - CHAP A1 - Deckert, Carsten T1 - Creative Heuristics in Engineering Education T2 - 46th SEFI Annual Conference in Copenhagen 17-21 September 2018 "Creativity, Innovation and Entrepreneurship for Engineering Education Excellence" KW - Creativity KW - Heuristics KW - Invention Y1 - 2018 UR - https://www.researchgate.net/publication/327801276_Creative_Heuristics_in_Engineering_Education/download CY - Copenhagen ER -