@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{FuellerBilgram2017, author = {F{\"u}ller, Johann and Bilgram, Volker}, title = {The moderating effect of personal features on the consequences of an enjoyable co-creation experience}, series = {Journal of Product \& Brand Management}, volume = {26}, journal = {Journal of Product \& Brand Management}, number = {4}, publisher = {Emerald}, issn = {1061-0421}, doi = {10.1108/JPBM-03-2016-1122}, pages = {386 -- 401}, year = {2017}, abstract = {Purpose This study aims to draw a more nuanced picture of the impact of co-creation experience shedding light on the moderating role of consumers' personal features. Virtual co-creation is considered a viable strategy to develop consumer-centered products in the digital era. As an additional effect, this research highlighted that co-creation experiences may establish beneficial consumer-brand relationships. Design/methodology/approach Using survey data stemming from 727 consumers who virtually engaged in new product development projects, the authors test the hypotheses, applying structural equation modeling. Findings The results of this study show that consumers' personal features such as novelty seeking and dissatisfaction with existing products moderate the impact of an enjoyable experience on aspects of the consumer-company relationship. Consumers' dissatisfaction with current product solutions is also found to moderate the relationship between an enjoyable co-creation experience and evoked product interest as well as between product involvement and evoked product interest. The study further substantiates previous findings on the relationship-effects of co-creation and particularly highlight the potential of co-creation experiences for nurturing "imaginary" relationships with the product being co-created significantly prior to market launch. Originality/value Participants in virtual co-creation approaches are widely heterogeneous individuals ranging from customers and Facebook fans to brand community members and innovative users. The study contributes to a better understanding of how the diversity of the crowd can be handled in virtual co-creation and advances the theory of value co-creation as a new marketing paradigm.}, 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{BremBilgram2015, author = {Brem, Alexander and Bilgram, Volker}, title = {The search for innovative partners in co-creation: Identifying lead users in social media through netnography and crowdsourcing}, series = {Journal of Engineering and Technology Management}, volume = {37}, journal = {Journal of Engineering and Technology Management}, publisher = {Elsevier BV}, issn = {0923-4748}, doi = {10.1016/j.jengtecman.2015.08.004}, pages = {40 -- 51}, year = {2015}, abstract = {Despite the extensive literature on the benefits of netnography and crowdsourcing for insight and idea generation, little research has been conducted on their practical relevance and application for identifying lead users. We address this gap through an analysis of 24 lead user projects investigating the viability, underlying processes, and main differences of these new search strategies. We argue that both methods justify the significant investments by additionally providing a user-centric basis for subsequent ideation sessions with lead users. Our findings contribute to user innovation literature by demonstrating new ways of identifying these highly valuable users in the social media age.}, 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} } @article{BilgramFuellerLeitl2018, author = {Bilgram, Volker and F{\"u}ller, Johann and Leitl, Michael}, title = {Wie Innovationen Erfolg haben}, series = {Harvard Business Manager}, volume = {40}, journal = {Harvard Business Manager}, number = {4}, publisher = {Manager Magazin}, address = {Hamburg}, pages = {22-33}, year = {2018}, abstract = {DAS PROBLEM Viele Innovationsinitiativen mit dem Ziel, Produkte oder Dienstleistungen zu entwickeln, die sich stark vom Kerngesch{\"a}ft unterscheiden, scheitern. Das liegt meist an mangelnder Vorbereitung. Sechs typische Probleme verhindern den Erfolg radikaler Innovationen. DIE L{\"O}SUNG Die Verantwortlichen f{\"u}r Innovationsinitiativen m{\"u}ssen sich zu Beginn ihrer Arbeit dar{\"u}ber klar werden, welche Rolle das Topmanagement {\"u}bernimmt und welche Talente, Ressourcen, F{\"u}hrungsmethoden und Innovationsinhalte ben{\"o}tigt werden. Erst wenn diese grunds{\"a}tzlichen Fragen gekl{\"a}rt sind, haben radikale Innovationen eine Chance.}, language = {de} } @inproceedings{MarchukBielBilgrametal.2018, author = {Marchuk, Anna and Biel, Stefan and Bilgram, Volker and Worning, Signe}, title = {Standing on the Shoulders of Giants}, year = {2018}, language = {en} } @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} } @article{BielHahnBilgrametal.2025, author = {Biel, Stefan and Hahn, Alexander and Bilgram, Volker and Rogers, Helen}, title = {From Hybrid to AI-First Innovation Management}, series = {IEEE Engineering Management Review}, journal = {IEEE Engineering Management Review}, publisher = {Institute of Electrical and Electronics Engineers (IEEE)}, issn = {0360-8581}, doi = {10.1109/EMR.2025.3527744}, pages = {1 -- 11}, year = {2025}, abstract = {The rise of generative Artificial Intelligence (AI) in traditionally human domains of creativity signifies a profound development in product innovation management. In this article, we investigate the evolving role of innovation managers, emphasizing a transition from problem-solving to sense-making and decision-making. Additionally, we delve into organizational strategies for effective AI integration, advocating for systematic experimentation, comprehensive training, and the development of AI-first innovation frameworks for new product development (NPD). Ultimately, we propose a paradigm shift to AI-first creative processes, where AI is not merely an extension but the foundational mechanism of the innovation workflow.}, language = {en} } @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} } @article{Bilgram2019, author = {Bilgram, Volker}, title = {KI - der neue Partner der Innovationsmanager?}, series = {Handelsblatt KI Business Guide}, journal = {Handelsblatt KI Business Guide}, publisher = {Euroforum}, year = {2019}, abstract = {Viele Unternehmen sehen das gr{\"o}ßte Potenzial K{\"u}nstlicher Intelligenz darin, bei standardisierten Prozessen die bislang von Menschen geleistete Arbeit zu {\"u}bernehmen. Wie KI auch in Innovationsprozessen effektiv eingesetzt werden kann, erkl{\"a}rt Dr. Volker Bilgram, Gesch{\"a}ftsf{\"u}hrer der HYVE Innovation Research und Leiter der Artificial Intelligence Initiative bei HYVE The Innovation Company.}, language = {de} } @incollection{KroeperBilgramWehlig2017, author = {Kr{\"o}per, Madeleine and Bilgram, Volker and Wehlig, Ramona}, title = {Empowering Members of a Brand Community to Gain Consumer Insights and Create New Products}, series = {Strategy and Communication for Innovation}, booktitle = {Strategy and Communication for Innovation}, publisher = {Springer}, address = {Cham}, doi = {10.1007/978-3-319-49542-2_24}, pages = {403-414}, year = {2017}, abstract = {Online Research Communities (ORCs) have ushered marketing research into a new era and are one of the fastest growing segments in the industry. ORCs offer a selected number of consumers a closed online environment in which they interact and co-create with the company not only in "one-off" projects but over an extended period of time. The approach distinguishes itself by the flexibility and diversity of market research methodologies that can be applied. In our case study, we describe the set up, live phase, and post-processing of the Vorwerk Thermomix Research Community. Over the duration of 3 weeks, Thermomix invited customers, who are also registered users of the brand's official online receipe community, to participate in a moderated ORC. There were two major goals. First, Thermomix wanted to understand consumers' "cooking journeys," i.e., learn how they decide what to cook, plan their cooking, buy groceries, etc. Second, Thermomix aimed to co-create with its customers and develop new features and functionalities for the Thermomix recipe community which serves as a central meeting place for cooking enthusiasts and brand fans. In the study, we show how the ORC was designed to answer our research questions and what methodological benefits the method yields. Furthermore, we investigate the user types that contributed to the platform most and provide insights into how to boost activity levels on the platform. In today's social media context, ORCs are a valuable tool for brands to connect with their customers and engage them in value creating activities. This chapter sheds light on this new research approach and unveils the potential of brand community members for insight generation and co-innovation.}, language = {en} } @inproceedings{BilgramBartlHilgers2011, author = {Bilgram, Volker and Bartl, Michael and Hilgers, Dennis}, title = {Erfolgsmessung von Crowdsourcing Plattformen zur Ideengenerierung}, publisher = {Gito}, address = {Berlin}, isbn = {978-3-942183-45-1}, year = {2011}, language = {de} } @article{BilgramBartl2009, author = {Bilgram, Volker and Bartl, Michael}, title = {Innovation Communities}, series = {Planung \& Analyse}, journal = {Planung \& Analyse}, number = {5}, address = {Frankfurt}, pages = {48-51}, year = {2009}, abstract = {Innovation Communities sind die zentralen Instrumente f{\"u}r die Umsetzung von Open Innovation Vorhaben. Sie sind sowohl eine bew{\"a}hrte L{\"o}sung f{\"u}r das abteilungs{\"u}bergreifende unternehmensinterne Ideenmanagement als auch f{\"u}r die Integration von Konsumenten in den Innovationsprozess. Aus der Erfahrung mit Innovation Communities f{\"u}r Kunden wie Siemens Osram oder Swarovski wird erl{\"a}utert, wie durch die Kombination von Co-Creation Modulen und Evaluierungstools auf einer Online Plattform mit Community-Funktionalit{\"a}ten die Innovationskraft von Unternehmen gesteigert werden kann.}, language = {de} } @article{BilgramCanadasLinkLangKoetz2023, author = {Bilgram, Volker and Ca{\~n}adas Link, David and Lang-Koetz, Claus}, title = {Generative KIs in Kreativprozessen: Praxiserfahrungen aus den ersten Monaten mit ChatGPT \& Co.}, series = {Ideen- und Innovationsmanagement}, journal = {Ideen- und Innovationsmanagement}, number = {1}, publisher = {Erich Schmidt Verlag GmbH \& Co. KG}, issn = {2198-3151}, doi = {10.37307/j.2198-3151.2023.01.07}, pages = {5}, year = {2023}, abstract = {Generative K{\"u}nstliche Intelligenz (KI) wie ChatGPT oder MidJourney sind derzeit in aller Munde. Ihre leichte Bedienbarkeit und vielseitigen Einsatzm{\"o}glichkeiten revolutionieren die Art wie wir arbeiten - auch oder gerade im Innovationsmanagement. Auf Basis der Praxiserfahrungen aus KI-basierten Design Thinking Workshops werden Erkenntnisse und Empfehlungen f{\"u}r den Einsatz generativer KIs im Kreativprozess abgeleitet. Insbesondere zeigen wir auf, was f{\"u}r eine gelungene Zusammenarbeit von menschlichen Teams und KIs zu beachten ist und wie Teams mit der KI kommunizieren k{\"o}nnen, um die gew{\"u}nschten Resultate zu erzielen.}, language = {de} } @incollection{MarchukBielBilgrametal.2020, author = {Marchuk, Anna and Biel, Stefan and Bilgram, Volker and Worning, Signe and Jensen, L{\o}gstrup}, title = {The Best of Both Worlds : Methodological Insights on Combining Human and AI Labor in Netnography}, series = {Netnography Unlimited : Understanding Technoculture Using Qualitative Social Media Research}, booktitle = {Netnography Unlimited : Understanding Technoculture Using Qualitative Social Media Research}, publisher = {Routledge}, address = {New York, NY}, isbn = {9781003001430}, doi = {10.4324/9781003001430}, pages = {21}, year = {2020}, abstract = {Rapidly growing volumes of data create opportunities. For netnographic researchers, they also create challenges. As the amount of data increases, collecting, understanding, and meaningfully combining data can become more difficult. Traditionally, the netnography research process was predominantly in the hands of humans with limited software support. We assert that advances in the field of artificial intelligence and deep learning in particular allow intelligent machines to take over more and more of the steps in netnography. The challenge is to understand what parts of netnography can be performed by machines, what is better accomplished by humans, and how both can outperform any prior approach by working together. In this chapter, we analyzed two HYVE innovation projects conducted with the company Beiersdorf. Both projects had exactly the same briefing. However, one project followed a human-driven insight process, and the other approach relied heavily on the latest technologies in the domain of machine learning. By comparing these two paths, our study reveals a new vision for a Golden Age of cooperation between human and machine netnographers that might exist in the near future of netnographic research.}, language = {en} } @incollection{JaweckiBilgram2012, author = {Jawecki, Gregor and Bilgram, Volker}, title = {Open Innovation im Enterprise 2.0}, series = {Enterprise 2.0 - die digitale Revolution der Unternehmenskultur}, booktitle = {Enterprise 2.0 - die digitale Revolution der Unternehmenskultur}, publisher = {Hermann Luchterhand}, isbn = {9783472080152}, pages = {292}, year = {2012}, language = {de} } @incollection{Bilgram2013, author = {Bilgram, Volker}, title = {Performance Assessment of Co-creation Initiatives: A Conceptual Framework for Measuring the Value of Idea Contests}, series = {Evolution of Innovation Management}, booktitle = {Evolution of Innovation Management}, publisher = {Palgrave Macmillan UK}, address = {London}, isbn = {9781349350193}, doi = {10.1057/9781137299994_2}, pages = {32 -- 51}, year = {2013}, abstract = {In 2010, more than 1,200 external users from 80 different countries answered an open call by the BMW Group and submitted 1,072 ideas within 8 weeks (Jawecki et al. 2010). The instrument involving users from outside the company in ideation is called an idea contest. The BMW Group's idea contests are just one example of a plethora of similar initiatives recently taken by leading innovative companies. Since the turn of the millennium, many companies such as 3M (von Hippel et al. 1999), Lego (Moon \& Sproull 2001), Ducati Motor (Sawhney et al. 2005, 10-12), Procter \& Gamble (Sakkab 2002), and Beiersdorf (Bilgram et al. 2011) have undergone a radical change in innovation strategy by opening up their innovation processes and making external stakeholders a part of their innovation endeavors (Bartl 2006; Brem \& Voigt 2007). For example, 3M embarked upon an extensive innovation program involving external lead users to generate breakthrough innovations with a revenue potential eight times higher than that of ideas from conventional ideation approaches (von Hippel et al. 1999). The foundations of this phenomenon have been laid by von Hippel's seminal work on the Customer Active Paradigm in the late 1970s (von Hippel 1978) and on the sources of innovation outside the company's walls (von Hippel 1988). Von Hippel found that innovations not only originate from the manufacturers' domain, but also to a large extent from users (von Hippel 1988, 2005).}, language = {en} } @article{BilgramRapp2013, author = {Bilgram, Volker and Rapp, Maximilian}, title = {Ph{\"a}nomen Crowdsourcing — Was privater und {\"o}ffentlicher Sektor voneinander lernen k{\"o}nnen}, series = {Business + Innovation}, volume = {4}, journal = {Business + Innovation}, number = {3}, publisher = {Springer Fachmedien Wiesbaden GmbH}, issn = {1868-8241}, doi = {10.1365/s35789-013-0108-1}, pages = {26 -- 33}, year = {2013}, abstract = {Das aktive Mitwirken von B{\"u}rgern und Konsumenten in Politik und Wirtschaft spielt eine immer bedeutendere Rolle. Anhand zweier Fallstudien im privaten sowie im {\"o}ffentlichen Sektor zeigen wir grundlegende Unterschiede und Gemeinsamkeiten von Crowdsourcing-Projekten von Unternehmen und Staatsorganen auf und erl{\"a}utern, inwiefern beide Bereiche voneinander lernen k{\"o}nnen.}, language = {de} } @inproceedings{BilgramStadlerStahl2014, author = {Bilgram, Volker and Stadler, Dorothee and Stahl, Gabriele}, title = {(Con-)figure it out: How Braun uses product configurators to empower consumers in MROC environments and turn ideas into new products}, pages = {102-109}, year = {2014}, language = {en} } @incollection{NeussHottumBilgram2012, author = {Neuss, Andreas and Hottum, Peter and Bilgram, Volker}, title = {Innovation in information-based services}, series = {Methods in service innovation: Current trends and future perspectives}, booktitle = {Methods in service innovation: Current trends and future perspectives}, publisher = {Fraunhofer Verlag}, address = {Stuttgart}, isbn = {978-3839603604}, pages = {97}, year = {2012}, language = {en} } @article{BilgramBartlBiel2011, author = {Bilgram, Volker and Bartl, Michael and Biel, Stefan}, title = {Getting Closer to the Consumer - How Nivea Co-Creates New Products}, series = {Marketing Review St. Gallen}, volume = {28}, journal = {Marketing Review St. Gallen}, number = {1}, publisher = {Springer Science and Business Media LLC}, issn = {1865-6544}, doi = {10.1007/s11621-011-0005-5}, pages = {34 -- 40}, year = {2011}, abstract = {Co-creation has become a prevalent approach taken by innovation leaders to excel in innovation management and complement internal R \& D activities. In this article the authors will introduce the co-creation process at Nivea and describe how Nivea co-developed a new deodorant with consumers. The focus will be on two different co-creation tools - the netnography method geared to gain consumer insights from social media and an online co-creation session to evaluate and further enrich ideas.}, language = {en} } @incollection{BartlJaweckiBilgrametal.2011, author = {Bartl, Michael and Jawecki, Gregor and Bilgram, Volker and Philipp, Wiegandt}, title = {The BMW Group co-creation lab: from co-creation projects to programmes}, series = {Discontinuous innovation: Learning to manage the unexpected}, booktitle = {Discontinuous innovation: Learning to manage the unexpected}, editor = {Bessant, John}, publisher = {IMPERIAL COLLEGE PRESS}, isbn = {9781848167803}, issn = {0219-9823}, pages = {179 -- 203}, year = {2011}, language = {en} } @inproceedings{JaweckiBilgramWiegandt2010, author = {Jawecki, Gregor and Bilgram, Volker and Wiegandt, Philipp}, title = {The BMW Group Co-Creation Lab: Managing an Innovation Hub for a Panopticon of Users}, year = {2010}, language = {en} } @inproceedings{BilgramBartlBiel2010, author = {Bilgram, Volker and Bartl, Michael and Biel, Stefan}, title = {Successful Consumer Co-Creation: The Case of Nivea Body Care}, year = {2010}, language = {en} } @article{BilgramJawecki2011, author = {Bilgram, Volker and Jawecki, Gregor}, title = {Erfolgsmessung von Open-Innovation-Projekten}, series = {Controller Magazin}, volume = {36}, journal = {Controller Magazin}, number = {4}, publisher = {Verlag f{\"u}r ControllingWissen AG}, address = {M{\"u}nchen}, pages = {60-65}, year = {2011}, language = {de} } @article{BrunswickerBilgramFueller2017, author = {Brunswicker, Sabine and Bilgram, Volker and Fueller, Johann}, title = {Taming wicked civic challenges with an innovative crowd}, series = {Business Horizons}, volume = {60}, journal = {Business Horizons}, number = {2}, publisher = {Elsevier BV}, issn = {0007-6813}, doi = {10.1016/j.bushor.2016.11.001}, pages = {167 -- 177}, year = {2017}, abstract = {Civic challenges such as urban mobility and energy problems offer new corporate innovation opportunities. However, such challenges are wicked and difficult to tame. They require novel solutions that account for and integrate contradictory perspectives within the local innovation ecosystem of firms, governments, and citizens. This article presents a successful civic innovation crowdsourcing project case study, in which multinational firm Bombardier encouraged a global civic crowd to co-create visionary solutions to the challenge of future mobility in crowded cities around the world. Bombardier recruited a global crowd of 900 individuals and facilitated the citizen development of more than 215 solutions of unique firm value. We explore the process and outcome of this crowdsourcing project and derive actionable design principles for a three-phased civic innovation crowdsourcing process including: (1) crowd construction, (2) crowd knowledge acquisition, and (3) crowd knowledge assimilation. This process enables the crowd to integrate members' diverse and contradictory knowledge proactively at both the team and individual levels. Additionally, the crowd is able to balance extension of existing local solutions and exploration of path-breaking technologies and solution concepts.}, language = {en} } @article{RupprechtBilgram2024, author = {Rupprecht, Nick and Bilgram, Volker}, title = {Maßgeschneiderte KI: Wie Custom GPTs skalierbare Startup- Unterst{\"u}tzung neu definieren}, series = {Ideen- und Innovationsmanagement}, journal = {Ideen- und Innovationsmanagement}, number = {3}, publisher = {Erich Schmidt Verlag GmbH \& Co. KG}, issn = {2198-3151}, doi = {10.37307/j.2198-3151.2024.03.07}, pages = {6}, year = {2024}, abstract = {Der Aufstieg von Chatbots auf Basis von Large Language Models (LLMs) hat die generative KI demokratisiert und sie einer breiten {\"O}ffentlichkeit zug{\"a}nglich gemacht. Immer mehr Menschen greifen heute auf Chatbots wie ChatGPT zur{\"u}ck, um allt{\"a}gliche Aufgaben wie das Verfassen von E-Mails oder die Ideengenerierung zu beschleunigen (Bilgram et al., 2023; Cooper \& Brem, 2024; Joosten et al., 2024). Ein besonders bedeutender Fortschritt in diesem Zusammenhang ist die Einf{\"u}hrung der „Custom GPTs" durch OpenAI, die es Nutzern erm{\"o}glicht, individualisierte Versionen von ChatGPT zu erstellen (OpenAI, 2023). Dabei k{\"o}nnen Nutzer ihren GPT durch individuelle Anweisungen und externe Datens{\"a}tze mit dom{\"a}nenspezifischen Informationen so anpassen, dass er sehr spezifische Aufgaben erledigen kann.}, language = {de} } @article{GoertzBilgram2024, author = {G{\"o}rtz, Sarah and Bilgram, Volker}, title = {Transformation des Innovationsmanagements durch generative KI}, series = {Ideen- und Innovationsmanagement}, journal = {Ideen- und Innovationsmanagement}, number = {2}, publisher = {Erich Schmidt Verlag GmbH \& Co. KG}, issn = {2198-3151}, doi = {10.37307/j.2198-3151.2024.02.06}, year = {2024}, abstract = {Etwas {\"u}ber ein Jahr ist seit dem Launch von ChatGPT vergangen. Seither str{\"o}men t{\"a}glich neue Tools auf den Markt und ver{\"a}ndern unseren Arbeitsalltag maßgeblich. Gerade im von Natur aus oft diffusen Bereich der Innovation ist daher ein strukturierter Transformationsansatz notwendig, um generative K{\"u}nstliche Intelligenz (KI) in Innovationsprozesse zu integrieren. Wir ziehen Bilanz aus unseren Kund:innenprojekten und stellen zwei Ans{\"a}tze vor, wie man das Potenzial generativer KI systematisch erschließen kann. Die Vorteile beider Ans{\"a}tze sowie ihre Eignung in unterschiedlichen Konstellationen werden gegen{\"u}bergestellt und diskutiert.}, language = {de} } @incollection{StadlerBilgram2016, author = {Stadler, Dorothee and Bilgram, Volker}, title = {Gamification: Best Practices in Research and Tourism}, series = {Open Tourism}, booktitle = {Open Tourism}, publisher = {Springer}, address = {Berlin ; Heidelberg}, isbn = {9783642540899}, pages = {363 -- 370}, year = {2016}, abstract = {Recently "gamification"—applying game-mechanics to a variety of non-game fields—has become a hot topic in a variety of industries, given its wide array of purposes. Simply put, gamification can incorporate existing products into part of an enjoyable experience, and turn business and innovation processes into compelling tasks. For instance, gamification applied to new market research has been found not only to stimulate user engagement but also to improve the quality of the data. The reasons are simple: participants who are deeply immersed in the process are more likely to reveal insights into latent needs and propose solutions to problems. In the following chapter, we will show examples on how gamification can be used in new market research and in tourism to boost consumers' experience and induce favourable results. We conclude by suggesting that the concept of gamification may be conceived as a powerful enabler and amplifier of individual value co-creation.}, language = {en} } @article{BilgramGluthPiller2017, author = {Bilgram, Volker and Gluth, Oliver and Piller, Frank}, title = {Crowdfunding Data as a Source of Innovation}, series = {Marketing Review St. Gallen}, volume = {34}, journal = {Marketing Review St. Gallen}, number = {3}, publisher = {Thexis Verlag, St. Gallen}, pages = {10-18}, year = {2017}, abstract = {In the digital era, crowdfunding platforms serve as a litmus test for the desirability and viability of thousands of innovative ideas. Based on consumers' actual purchasing behavior, crowdfunding data promises to reveal future hot topics and technologies. This study shows how companies can identify innovation opportunities from crowdfunding data by applying machine learning techniques.}, language = {en} } @article{PolsterBilgramGoertz2024, author = {Polster, Leonie and Bilgram, Volker and G{\"o}rtz, Sarah}, title = {AI-Augmented Design Thinking: Potentials, Challenges, and Mitigation Strategies of Integrating Artificial Intelligence in Human-Centered Innovation Processes}, series = {IEEE Engineering Management Review}, journal = {IEEE Engineering Management Review}, publisher = {Institute of Electrical and Electronics Engineers (IEEE)}, issn = {0360-8581}, doi = {10.1109/EMR.2024.3512866}, pages = {1 -- 36}, year = {2024}, abstract = {The integration of artificial intelligence (AI) into innovation management has expanded into creative domains such as Design Thinking (DT), yet its role within complex, collaborative innovation frameworks remains underexplored. This study addresses this gap by investigating how professionals perceive and utilize AI in DT workshops. Using affordance theory as a conceptual lens, we conducted observational studies and semi-structured interviews with DT experts to identify AI's action potentials, constraints, and mitigation strategies in this context. Our findings highlight four key affordances of AI in DT workshops: enhanced creativity, support for analytical tasks, facilitation of task initiation, and acceleration of processes. However, these benefits are tempered by challenges, including reduced team collaboration, diminished ownership of AI-generated outputs, and disruptions to workshop flow. The study reveals distinct human-AI interaction archetypes, underscoring the dynamic interplay between human expertise and AI capabilities. To mitigate constraints, we propose strategies such as pre-preparing AI-generated content, defining clear roles for AI and human inputs, and fostering collaborative reflection on AI outputs. By illuminating AI's potential and limitations within DT, this research contributes to the innovation management literature and offers actionable insights for practitioners seeking to integrate AI into hybrid innovation processes.}, language = {en} } @article{BilgramHahnFueller2023, author = {Bilgram, Volker and Hahn, Alexander and F{\"u}ller, Johann}, title = {«Golden Crowd»: Engaging the Users that Deliver on Your Crowdsourcing Goals}, series = {Marketing Review St. Gallen}, volume = {39}, journal = {Marketing Review St. Gallen}, number = {6}, publisher = {Thexis Verlag, St. Gallen}, issn = {1865-7516}, pages = {20}, year = {2023}, abstract = {Companies run branded crowdsourcing contests to achieve two main goals: generate ideas and create brand equity. This paper provides an empirical typology of contest users and reveals five distinct user types: jacks-of-all-trades, devoted brand fans, pure innovators, reward seekers and passive customers. Based on the users' characteristics we derive actionable insights on how to attract, recruit and manage the crowd for different purposes.}, language = {en} } @inproceedings{BilgramHahnJoostenetal.2024, author = {Bilgram, Volker and Hahn, Alexander and Joosten, Jan and Totzek, Dirk}, title = {Comparing the Ideation Quality of Humans With Generative Artificial Intelligence}, series = {IEEE Engineering Management Review}, volume = {52}, booktitle = {IEEE Engineering Management Review}, number = {2}, issn = {0360-8581}, doi = {10.1109/EMR.2024.3353338}, pages = {153-164}, year = {2024}, abstract = {Traditionally, ideating new product innovations is primarily the responsibility of marketers, engineers, and designers. However, a rapidly growing interest lies in leveraging generative artificial intelligence (AI) to brainstorm new product and service ideas. This study conducts a comparative analysis of ideas generated by human professionals and an AI system. The results of a blind expert evaluation show that AI-generated ideas score significantly higher in novelty and customer benefit, while their feasibility scores are similar to those of human ideas. Overall, AI-generated ideas comprise the majority of the top-performing ideas, while human-generated ideas scored lower than expected. The executive's emotional and cognitive reactions were measured during the evaluation to check for potential biases and showed no differences between the idea groups. These findings suggest that, under certain circumstances, companies can benefit from integrating generative AI into their traditional idea-generation processes.}, language = {en} } @article{MaennerBilgramBrem2012, author = {M{\"a}nner, Anna-Lena and Bilgram, Volker and Brem, Alexander}, title = {Regulatory Push/Pull: Neue Impulse f{\"u}r das Innovationsmanagement}, series = {Ideen- und Innovationsmanagement}, journal = {Ideen- und Innovationsmanagement}, number = {2}, publisher = {Erich Schmidt Verl.}, address = {Berlin}, issn = {2198-3151}, doi = {10.37307/j.2198-3151.2012.02.15}, year = {2012}, abstract = {Unternehmen sehen sich in ihrer Innovationst{\"a}tigkeit mit zahlreichen Einflussfaktoren aus ihrem Umfeld konfrontiert. Rechtliche Faktoren spielen dabei zunehmend eine entscheidende Rolle und geben Impulse f{\"u}r neue Produkte und Dienstleistungen. Eine Studie in vier Unternehmen unterstreicht die Bedeutung rechtlicher Impulse f{\"u}r das Innovationsmanagement, zeigt deren Wirkweise auf und liefert m{\"o}gliche Ans{\"a}tze zur systematischen Nutzung dieses Potenzials.}, language = {de} } @article{BILGRAMBREMVOIGT2008, author = {BILGRAM, VOLKER and BREM, ALEXANDER and VOIGT, KAI-INGO}, title = {USER-CENTRIC INNOVATIONS IN NEW PRODUCT DEVELOPMENT — SYSTEMATIC IDENTIFICATION OF LEAD USERS HARNESSING INTERACTIVE AND COLLABORATIVE ONLINE-TOOLS}, series = {International Journal of Innovation Management}, volume = {12}, journal = {International Journal of Innovation Management}, number = {3}, publisher = {World Scientific}, issn = {1363-9196}, pages = {419 -- 458}, year = {2008}, abstract = {Corporate innovation management geared to long-term success calls for a strategy to grow innovations into a substantial competitive advantage. This, however, coincides with an enormous failure-rate at the market, especially in the field of breakthrough innovations. Hence, in recent times, companies are trying to alleviate the risk of lacking user-acceptance through opening their innovation processes to external actors, particularly customers. The method of integrating lead users is determined by the effective and systematic identification of leading-edge customers, which is considered to be a critical phase within this approach. With the arrival of Web 2.0 applications, there is a huge potential to improve these selection processes. Our research into online communities and weblogs scrutinised the search criteria in an online environment and revealed the following characteristics as crucial factors for the online identification of lead users: being ahead of a market trend, high expected benefits, user expertise and motivation, extreme user needs as well as opinion leadership and an online commitment.}, language = {en} } @article{BremBilgramMarchuk2019, author = {Brem, Alexander and Bilgram, Volker and Marchuk, Anna}, title = {How crowdfunding platforms change the nature of user innovation - from problem solving to entrepreneurship}, series = {Technological Forecasting and Social Change}, volume = {144}, journal = {Technological Forecasting and Social Change}, publisher = {Elsevier BV}, issn = {0040-1625}, doi = {10.1016/j.techfore.2017.11.020}, pages = {348 -- 360}, year = {2019}, abstract = {Crowdfunding has become a key research trend in recent years providing a new form of acquiring funding for innovation projects from users prior to the realization of the product in a 'market before the market'. In this paper, we link the concept of crowdfunding with the user innovation phenomenon and show how user innovators harness crowdfunding to complement their innovative behavior and obtain funding to build firms and produce products in a more professional way. Conducting three case studies ranging from low- to high-tech crowdfunding campaigns, we investigate how crowdfunding impacts constituent dimensions of user innovation theory such as user motivation, user role, user community, collaboration between users and user investments. In particular, we argue that crowdfunding platforms (CFPs) may give rise to a more widespread occurrence of user entrepreneurs, who found a firm to commercialize their product or service in a marketplace they have created for their own need. Hence, we show the development from traditional user innovation to crowdfunding-enabled user innovation, which democratizes not only the creation but also the more large-scale commercialization of new products and services.}, language = {en} } @article{BilgramBremVoigt2019, author = {Bilgram, Volker and Brem, Alexander and Voigt, Kai-Ingo}, title = {User-centric Innovations in New Product Development}, series = {International Journal of Innovation Management}, volume = {12}, journal = {International Journal of Innovation Management}, number = {3}, publisher = {World Scientific}, address = {London}, issn = {1363-9196}, doi = {10.1142/S1363919608002096}, pages = {419-458}, year = {2019}, abstract = {Corporate innovation management geared to long-term success calls for a strategy to grow innovations into a substantial competitive advantage. This, however, coincides with an enormous failure-rate at the market, especially in the field of breakthrough innovations. Hence, in recent times, companies are trying to alleviate the risk of lacking user-acceptance through opening their innovation processes to external actors, particularly customers. The method of integrating lead users is determined by the effective and systematic identification of leading-edge customers, which is considered to be a critical phase within this approach. With the arrival of Web 2.0 applications, there is a huge potential to improve these selection processes. Our research into online communities and weblogs scrutinised the search criteria in an online environment and revealed the following characteristics as crucial factors for the online identification of lead users: being ahead of a market trend, high expected benefits, user expertise and motivation, extreme user needs as well as opinion leadership and an online commitment.}, language = {en} } @incollection{WoehrlKorteBartletal.2023, author = {W{\"o}hrl, Andrea and Korte, Sophia and Bartl, Michael and Bilgram, Volker and Brem, Alexander}, title = {HOW TO LEVERAGE THE RIGHT USERS AT THE RIGHT TIME WITHIN USER-CENTRIC INNOVATION PROCESSES}, series = {The PDMA Handbook of Innovation and New Product Development}, booktitle = {The PDMA Handbook of Innovation and New Product Development}, editor = {Bstieler, Ludwig and Noble, Charles}, edition = {4}, publisher = {Wiley}, address = {Hoboken}, isbn = {978-1-119-89021-8}, year = {2023}, language = {en} } @article{SchoettelerLiberaBilgramSchoetteleretal.2025, author = {Sch{\"o}tteler Libera, Pedro and Bilgram, Volker and Sch{\"o}tteler, Sebastian and Mammen, Jan}, title = {ChatGPT in the Working World: A Qualitative Study}, series = {Information Resources Management Journal (IRMJ)}, volume = {38}, journal = {Information Resources Management Journal (IRMJ)}, number = {1}, publisher = {IGI Global}, doi = {10.4018/IRMJ.386593}, pages = {26}, year = {2025}, abstract = {The authors investigated how ChatGPT transforms workplace tasks by analyzing qualitative survey responses from 78 U.S. professionals in the fields of software, marketing, and academia. This study addresses a gap in understanding the malleability of generative artificial intelligence in diverse professional contexts, a need underscored by ChatGPT's rapid adoption and mixed impact on work practices. Using a qualitative survey deployed via a validated platform, the authors collected open-ended responses about tasks, challenges, and opportunities. Responses were inductively coded to compare domain-specific applications. The findings show that although ChatGPT is widely used across sectors for tasks such as content creation, research, and idea generation, certain tasks—such as coding in software, strategic communication in marketing, and knowledge acquisition in academia—diverge. The results emphasize the importance of context-sensitive integration strategies and bottom-up adoption approaches to maximize the benefits of artificial intelligence while mitigating risks.}, language = {en} } @article{SchmidtBilgramLaarmann2025, author = {Schmidt, Daniel and Bilgram, Volker and Laarmann, Felix}, title = {Wie KI das Innovationsmanagement revolutioniert}, series = {Ideen- und Innovationsmanagement}, volume = {51}, journal = {Ideen- und Innovationsmanagement}, number = {2}, publisher = {Erich Schmidt Verlag}, address = {Berlin}, issn = {2198-3151}, doi = {10.37307/j.2198-3151.2025.02.07}, pages = {66 -- 72}, year = {2025}, abstract = {K{\"u}nstliche Intelligenz (KI) entwickelt sich als „General-Purpose Technology" zum zentralen Beschleuniger von Innovationsprozessen und ver{\"a}ndert das Innovationsmanagement grundlegend - insbesondere seit dem Durchbruch generativer KI und großer Sprachmodelle. Aufbauend auf einer quantitativen Online-Umfrage unter 45 Innovationsverantwortlichen aus Deutschland, {\"O}sterreich und der Schweiz (Juli-Oktober 2024) analysiert die Studie Einstellungen, aktuelle Nutzung, Potenziale, strategische Verankerung und Barrieren von KI im Innovationsmanagement und vergleicht ausgew{\"a}hlte Ergebnisse mit einer Pr{\"a}-ChatGPT-Studie (F{\"u}ller et al., 2022). Die Befragten stehen KI mehrheitlich positiv gegen{\"u}ber, zugleich bleibt die Nutzung im Innovationsmanagement hinter der allgemeinen KI-Adoption in Unternehmen zur{\"u}ck: Viele Organisationen experimentieren, aber nur wenige skalieren systematisch. Besonders deutlich zeigt sich seit 2022 eine Verschiebung von analytischen hin zu kreativen Anwendungen (z. B. Ideengenerierung, Design, Prototyping), w{\"a}hrend evaluative und nutzerzentrierte Aufgaben (z. B. User/Concept Testing) weiterhin {\"u}berwiegend menschlich gepr{\"a}gt sind. Als wichtigste erwartete Nutzen werden Effizienzgewinne, schnellere Datenverarbeitung, k{\"u}rzere Entwicklungszyklen und Kostensenkung genannt, w{\"a}hrend Qualit{\"a}tsverbesserung nachrangig bleibt. Strategisch fehlt h{\"a}ufig eine koh{\"a}rente KI-Strategie; Investitionen sind meist moderat, sollen jedoch in den n{\"a}chsten Jahren steigen. Zentrale Hemmnisse sind mangelnde Kompetenz und Orientierung auf F{\"u}hrungsebene sowie Datenschutz- und Sicherheitsbedenken. Daraus leitet die Studie Managementimplikationen ab: KI strategisch verankern, kreative Einsatzfelder gezielt erschließen, Kompetenzen aufbauen, Pilotprojekte skalieren und Governance/Security fr{\"u}hzeitig adressieren.}, language = {de} } @incollection{HahnJoostenKlugetal.2025, author = {Hahn, Alexander and Joosten, Jan and Klug, Katharina and Bilgram, Volker}, title = {Embracing Digital Empathy}, series = {Artificial Intelligence in Business and Engineering}, booktitle = {Artificial Intelligence in Business and Engineering}, editor = {Hofbauer, G{\"u}nter}, publisher = {Kohlhammer}, address = {Stuttgart}, isbn = {978-3-17-046742-2}, pages = {51 - 67}, year = {2025}, language = {en} } @article{BremBilgramGutstein2018, author = {Brem, Alexander and Bilgram, Volker and Gutstein, Adele}, title = {Involving Lead Users in Innovation: A Structured Summary of Research on the Lead User Method}, series = {International Journal of Innovation and Technology Management}, volume = {15}, journal = {International Journal of Innovation and Technology Management}, number = {03}, publisher = {World Scientific Pub Co Pte Lt}, issn = {0219-8770}, doi = {10.1142/S0219877018500220}, year = {2018}, abstract = {Research on the lead user method has been conducted for more than thirty years and has shown that the method is more likely to generate breakthrough innovation than traditional market research tools. Based on a systematic literature review, this paper shows a detailed view on the broad variety of research on lead user characteristics, lead user processes, lead user identification and application, and success factors. The main challenge of the lead user method as identified in literature is the resource issue regarding time, manpower, and costs. Also, internal acceptance and the processing of the method have been spotted in literature, as well as the intellectual property protection issue. From the starting point of the initial lead user method process introduced by L{\"u}thje and Herstatt (2004), results are integrated into a revisited view on the lead user method process. In addition, concrete suggestions for corporate realization options are given. The article closes with limitations and future research suggestions.}, language = {en} } @article{BilgramLaarmann2023, author = {Bilgram, Volker and Laarmann, Felix}, title = {Accelerating Innovation With Generative AI: AI-Augmented Digital Prototyping and Innovation Methods}, series = {IEEE Engineering Management Review}, volume = {51}, journal = {IEEE Engineering Management Review}, number = {2}, publisher = {Institute of Electrical and Electronics Engineers (IEEE)}, issn = {0360-8581}, doi = {10.1109/EMR.2023.3272799}, pages = {18 -- 25}, year = {2023}, abstract = {Easy-to-use generative artificial intelligence (AI) is democratizing the use of AI in innovation management and may significantly change the way how we work and innovate. In this article, we show how large language models (LLMs), such as generative pretrained transformer (GPT), can augment the early phases of innovation, in particular, exploration, ideation, and digital prototyping. Drawing on six months of experimenting with LLMs in internal and client innovation projects, we share first-hand experiences and concrete examples of AI-assisted approaches. The article highlights a large variety of use cases for generative AI ranging from user journey mapping to idea generation and prototyping and foreshadows the promising role LLMs may play in future knowledge management systems. Moreover, we argue that generative AI may become a game changer in early prototyping as the delegation of tasks to an artificial agent can result in faster iterations and reduced costs. Our experiences also provide insights into how human innovation teams purposively and effectively interact with AIs and integrate them into their workflows.}, language = {en} }