@article{FuellerHutterWahletal.2022, author = {F{\"u}ller, Johann and Hutter, Katja and Wahl, Julian and Bilgram, Volker and Tekic, Zeljko}, title = {How AI revolutionizes innovation management - Perceptions and implementation preferences of AI-based innovators}, series = {Technological Forecasting and Social Change}, volume = {178}, journal = {Technological Forecasting and Social Change}, publisher = {Elsevier BV}, issn = {0040-1625}, doi = {10.1016/j.techfore.2022.121598}, pages = {22}, year = {2022}, abstract = {The application of AI is expected to enable new opportunities for innovation management and reshape innovation practice in organizations. Our exploratory study among 150 AI-savvy innovation managers reveals four different clusters in terms of how organizations may use and implement AI in their innovation management ranging from (1) AI-Frontrunners, (2) AI-Practitioners, and (3) AI-Occasional innovators to (4) Non-AI innovators. The different groups vary not only in their strategy, organizational structure, and skill-building but also in their perceived potential, understanding of the required changes, encountered challenges, and organizational contexts. Our study contributes to a better understanding of the current state of AI-based innovation management, its impact on future innovation practice, and differences in organizations' AI ambitions and chosen implementation approaches.}, language = {en} } @article{HutterFuellerHautzetal.2015, author = {Hutter, Katja and F{\"u}ller, Johann and Hautz, Julia and Bilgram, Volker and Matzler, Kurt}, title = {Machiavellianism or Morality: Which Behavior Pays Off In Online Innovation Contests?}, series = {Journal of Management Information Systems}, volume = {32}, journal = {Journal of Management Information Systems}, number = {3}, publisher = {Informa UK Limited}, issn = {0742-1222}, doi = {10.1080/07421222.2015.1099181}, pages = {197 -- 228}, year = {2015}, abstract = {Prior research on user behavior in online innovation contests has mainly focused on factors that positively impact prosocial, collaborative behavior, which should ultimately lead to innovative outcomes. However, little is known about the effects of more negative personal characteristics that might result in more competitive, antisocial, and even unethical behavior. This paper considers Machiavellianism as one of the traits that constitute the "dark triad of personality" and explores the relationship between Machiavellianism and participants' contribution behavior in online innovation contests. Specifically we investigate how Machiavellian characteristics influence individuals' contribution intensity, communication, and interaction behavior within the contest community as well as the quality and kind of their contributions. This study relies on multisource individual-level data from a large innovation contest in the field of public transportation. We find that the three dimensions of Machiavellianism—distrust of others, amorality, and desire for status—have very distinct behavioral consequences in the context of online innovation contests. Specifically, the oppositional consequences of amoral manipulation and striving for status on the one hand and showing distrust of others on the other hand concerning contribution quantity and contribution quality are found. This study contributes to a deeper understanding of negative personality traits such as Machiavellianism as powerful predictors of behavior and of success within competitive innovation environments and leads to important managerial implications regarding the design and management of innovation contests.}, language = {en} } @article{BirkeBilgramFueller2012, author = {Birke, Maja and Bilgram, Volker and F{\"u}ller, Johann}, title = {Spielerisch zur Innovation: Gamification in der gemeinsamen Ideengenerierung und -selektion mit Konsumenten}, series = {Ideen- und Innovationsmanagement}, journal = {Ideen- und Innovationsmanagement}, number = {3}, publisher = {Erich Schmidt Verlag GmbH \& Co. KG}, address = {Berlin}, issn = {2198-3151}, doi = {10.37307/j.2198-3151.2012.03.09}, pages = {93 -- 96}, year = {2012}, abstract = {Co-Creation ist bereits in zahlreichen Unternehmen ein etablierter Ansatz, um externe Akteure in die Neuproduktentwicklung zu integrieren. Eine der Hauptherausforderungen dieser Zusammenarbeit ist die Aktivierung von Konsumenten und die Sicherstellung eines anhaltenden Engagements. Der Erfolg von Co-Creation-Ans{\"a}tzen h{\"a}ngt deshalb stark davon ab, inwieweit die Teilnahme als herausforderndes und unterhaltsames Erlebnis empfunden wird. Anhand der „Style your Smart" Co-Creation-Initiative der Marke Smart wird gezeigt, wie Unternehmen gezielt Spielelemente einsetzen k{\"o}nnen, um Konsumenten sowohl f{\"u}r die Ideengenerierung als auch f{\"u}r die anschließende Ideenselektion zu begeistern. Sogenannte „Gamification"-Ans{\"a}tze sorgen in Co-Creation-Initiativen nicht nur f{\"u}r eine erh{\"o}hte Teilnahmebereitschaft und ein besseres Innovationsergebnis, sondern st{\"a}rken auch die emotionale Beziehung zwischen Konsumenten und Marken.}, language = {de} } @misc{BilgramFueller2012, author = {Bilgram, Volker and F{\"u}ller, Johann}, title = {Gamification in unterschiedlichen Disziplinen der Marktforschung}, year = {2012}, language = {de} } @misc{LakhaniFuellerBilgrametal.2014, author = {Lakhani, Karim and F{\"u}ller, Johann and Bilgram, Volker and Friar, Greta}, title = {Nivea (A)}, publisher = {Harvard Business School Case 614-042}, pages = {27}, year = {2014}, abstract = {The case describes the efforts of Beiersdorf, a worldwide leader in the cosmetics and skin care industries, to generate and commercialize new R\&D through open innovation using external crowds and "netnographic" analysis. Beiersdorf, best known for its consumer brand Nivea, has a rigorous R\&D process that has led to many successful product launches, but are there areas of customer need that are undervalued by the traditional process? A novel online customer analysis approach suggests untapped opportunities for innovation, but can the company justify a launch based on this new model of research?}, language = {en} } @inproceedings{BilgramFuellerRieder2009, author = {Bilgram, Volker and F{\"u}ller, Johann and Rieder, Birgit}, title = {How to be Successful in Co-Creation Research: The Swarovski Innovation Research Community}, year = {2009}, language = {en} } @article{KakatkarBilgramFueller2020, author = {Kakatkar, Chinmay and Bilgram, Volker and F{\"u}ller, Johann}, title = {Innovation analytics: Leveraging artificial intelligence in the innovation process}, series = {Business Horizons}, volume = {63}, journal = {Business Horizons}, number = {2}, publisher = {Elsevier BV}, issn = {0007-6813}, doi = {10.1016/j.bushor.2019.10.006}, pages = {171 -- 181}, year = {2020}, abstract = {Artificial intelligence (AI) is about imbuing machines with a kind of intelligence that is mainly attributed to humans. Extant literature—coupled with our experiences as practitioners—suggests that while AI may not be ready to completely take over highly creative tasks within the innovation process, it shows promise as a significant support to innovation managers. In this article, we broadly refer to the derivation of computer-enabled, data-driven insights, models, and visualizations within the innovation process as innovation analytics. AI can play a key role in the innovation process by driving multiple aspects of innovation analytics. We present four different case studies of AI in action based on our previous work in the field. We highlight benefits and limitations of using AI in innovation and conclude with strategic implications and additional resources for innovation managers.}, language = {en} } @article{BilgramFueller2020, author = {Bilgram, Volker and F{\"u}ller, Johann}, title = {Mit Emotion AI zu erfolgreichen Innovationen}, series = {Handelsblatt Journal}, journal = {Handelsblatt Journal}, publisher = {Euroforum}, pages = {31}, year = {2020}, language = {de} } @misc{LakhaniFuellerBilgrametal.2014, author = {Lakhani, Karim and F{\"u}ller, Johann and Bilgram, Volker and Friar, Greta}, title = {Nivea (B)}, number = {Supplement 614-043}, publisher = {Harvard Business School}, pages = {27}, year = {2014}, abstract = {This supplementary case follows up on an innovative R\&D approach by Beiersdorf,a skin care and cosmetics company. The case relates what happened to the product launched by Beiersdorf, to its Nivea line, following the events of the A case, and how the commercial success of the product informed thinking by leaders in R\&D for the future.}, subject = {Innovation; Innovation Management; Marketing; Innovation Strategy; Innovation and Management; Research and Development; Product Design; Collaborative Innovation and Invention; Beauty and Cosmetics Industry; Consumer Products Industry}, language = {en} } @article{BilgramFuellerBartletal.2011, author = {Bilgram, Volker and F{\"u}ller, Johann and Bartl, Michael and Biel, Stefan and Miertsch, Heike}, title = {Eine Allianz gegen Flecken}, series = {Harvard Business Manager}, volume = {35}, journal = {Harvard Business Manager}, number = {3}, publisher = {Manager Magazin}, address = {Hamburg}, pages = {62-68}, year = {2011}, abstract = {F{\"u}r die Entwicklung eines neuen Deodorants entschied sich der Kosmetikkonzern Beiersdorf, die Ideen von Konsumenten und die Hilfe externer Experten zu nutzen. Ein Beispiel f{\"u}r gelungene Open Innovation.}, language = {de} } @incollection{HahnHofmannBilgrametal.2016, author = {Hahn, Alexander and Hofmann, Rupert and Bilgram, Volker and Schwarz, Jan Oliver and Meinheit, Andreas and F{\"u}ller, Johann}, title = {Easy Rider}, series = {Die fr{\"u}he Phase des Innovationsprozesses}, booktitle = {Die fr{\"u}he Phase des Innovationsprozesses}, publisher = {Springer Fachmedien Wiesbaden}, address = {Wiesbaden}, isbn = {9783658097219}, doi = {10.1007/978-3-658-09722-6_5}, pages = {75 -- 98}, year = {2016}, abstract = {Dieser Beitrag f{\"u}hrt anhand eines konkreten Studienbeispiels aus, wie die AUDI AG komplexe zuk{\"u}nftige Entwicklungen wie „autonomes Fahren" mittels multidisziplin{\"a}rer Studien analysiert. Die Autoren beschreiben, welche Insight- und Foresight-Methoden dabei zum Einsatz kommen und was eine erfolgreiche Durchf{\"u}hrung ausmacht. Dabei gehen sie insbesondere auf das Konzept der Trend Receiver ein. Abschließend geben sie einen Ausblick auf zuk{\"u}nftige Weiterentwicklungen der Vorgehensweise.}, language = {de} }