TY - JOUR A1 - Füller, Johann A1 - Hutter, Katja A1 - Wahl, Julian A1 - Bilgram, Volker A1 - Tekic, Zeljko T1 - How AI revolutionizes innovation management – Perceptions and implementation preferences of AI-based innovators JF - Technological Forecasting and Social Change N2 - 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. KW - AI-based innovation management Innovation process Organizational setup Organizational context Cluster analysis Y1 - 2022 U6 - https://doi.org/10.1016/j.techfore.2022.121598 SN - 0040-1625 VL - 178 PB - Elsevier BV ER - TY - JOUR A1 - Füller, Johann A1 - Bilgram, Volker T1 - The moderating effect of personal features on the consequences of an enjoyable co-creation experience JF - Journal of Product & Brand Management N2 - 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. Y1 - 2017 U6 - https://doi.org/10.1108/JPBM-03-2016-1122 SN - 1061-0421 VL - 26 IS - 4 SP - 386 EP - 401 PB - Emerald ER - TY - JOUR A1 - Hutter, Katja A1 - Füller, Johann A1 - Hautz, Julia A1 - Bilgram, Volker A1 - Matzler, Kurt T1 - Machiavellianism or Morality: Which Behavior Pays Off In Online Innovation Contests? JF - Journal of Management Information Systems N2 - 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. Y1 - 2015 U6 - https://doi.org/10.1080/07421222.2015.1099181 SN - 0742-1222 VL - 32 IS - 3 SP - 197 EP - 228 PB - Informa UK Limited ER - TY - JOUR A1 - Birke, Maja A1 - Bilgram, Volker A1 - Füller, Johann T1 - Spielerisch zur Innovation: Gamification in der gemeinsamen Ideengenerierung und -selektion mit Konsumenten JF - Ideen- und Innovationsmanagement N2 - 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-Ansätzen hängt 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 können, um Konsumenten sowohl für die Ideengenerierung als auch für die anschließende Ideenselektion zu begeistern. Sogenannte „Gamification“-Ansätze sorgen in Co-Creation-Initiativen nicht nur für eine erhöhte Teilnahmebereitschaft und ein besseres Innovationsergebnis, sondern stärken auch die emotionale Beziehung zwischen Konsumenten und Marken. Y1 - 2012 U6 - https://doi.org/10.37307/j.2198-3151.2012.03.09 SN - 2198-3151 IS - 3 SP - 93 EP - 96 PB - Erich Schmidt Verlag GmbH & Co. KG CY - Berlin ER - TY - GEN A1 - Bilgram, Volker A1 - Füller, Johann T1 - Gamification in unterschiedlichen Disziplinen der Marktforschung Y1 - 2012 ER - TY - GEN A1 - Lakhani, Karim A1 - Füller, Johann A1 - Bilgram, Volker A1 - Friar, Greta T1 - Nivea (A) N2 - 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? Y1 - 2014 UR - https://www.hbs.edu/faculty/Pages/item.aspx?num=46019 PB - Harvard Business School Case 614-042 ER - TY - CHAP A1 - Bilgram, Volker A1 - Füller, Johann A1 - Rieder, Birgit T1 - How to be Successful in Co-Creation Research: The Swarovski Innovation Research Community Y1 - 2009 ER - TY - JOUR A1 - Kakatkar, Chinmay A1 - Bilgram, Volker A1 - Füller, Johann T1 - Innovation analytics: Leveraging artificial intelligence in the innovation process JF - Business Horizons N2 - 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. KW - AI-based innovation management KW - AI-augmented innovation KW - Machine Learning KW - Natural language processing KW - Front-end innovation KW - Innovation process Y1 - 2020 U6 - https://doi.org/10.1016/j.bushor.2019.10.006 SN - 0007-6813 VL - 63 IS - 2 SP - 171 EP - 181 PB - Elsevier BV ER - TY - JOUR A1 - Bilgram, Volker A1 - Füller, Johann T1 - Mit Emotion AI zu erfolgreichen Innovationen JF - Handelsblatt Journal KW - Emotion AI, Innovation Y1 - 2020 PB - Euroforum ER - TY - JOUR A1 - Bilgram, Volker A1 - Füller, Johann A1 - Leitl, Michael T1 - Wie Innovationen Erfolg haben JF - Harvard Business Manager N2 - DAS PROBLEM Viele Innovationsinitiativen mit dem Ziel, Produkte oder Dienstleistungen zu entwickeln, die sich stark vom Kerngeschäft unterscheiden, scheitern. Das liegt meist an mangelnder Vorbereitung. Sechs typische Probleme verhindern den Erfolg radikaler Innovationen. DIE LÖSUNG Die Verantwortlichen für Innovationsinitiativen müssen sich zu Beginn ihrer Arbeit darüber klar werden, welche Rolle das Topmanagement übernimmt und welche Talente, Ressourcen, Führungsmethoden und Innovationsinhalte benötigt werden. Erst wenn diese grundsätzlichen Fragen geklärt sind, haben radikale Innovationen eine Chance. Y1 - 2018 VL - 40 IS - 4 PB - Manager Magazin CY - Hamburg ER - TY - GEN A1 - Lakhani, Karim A1 - Füller, Johann A1 - Bilgram, Volker A1 - Friar, Greta T1 - Nivea (B) N2 - 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. KW - 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 Y1 - 2014 UR - https://www.hbs.edu/faculty/Pages/item.aspx?num=46045 IS - Supplement 614-043 PB - Harvard Business School ER - TY - JOUR A1 - Bilgram, Volker A1 - Füller, Johann A1 - Bartl, Michael A1 - Biel, Stefan A1 - Miertsch, Heike T1 - Eine Allianz gegen Flecken JF - Harvard Business Manager N2 - Für die Entwicklung eines neuen Deodorants entschied sich der Kosmetikkonzern Beiersdorf, die Ideen von Konsumenten und die Hilfe externer Experten zu nutzen. Ein Beispiel für gelungene Open Innovation. Y1 - 2011 UR - https://www.econbiz.de/Record/eine-allianz-gegen-flecken-bilgram-volker/10009717241 VL - 35 IS - 3 PB - Manager Magazin CY - Hamburg ER - TY - CHAP A1 - Hahn, Alexander A1 - Hofmann, Rupert A1 - Bilgram, Volker A1 - Schwarz, Jan Oliver A1 - Meinheit, Andreas A1 - Füller, Johann T1 - Easy Rider BT - Die Erschließung der Welt des autonomen Fahrens aus Sicht von Markt und Kunde T2 - Die frühe Phase des Innovationsprozesses N2 - Dieser Beitrag führt anhand eines konkreten Studienbeispiels aus, wie die AUDI AG komplexe zukünftige Entwicklungen wie „autonomes Fahren“ mittels multidisziplinärer Studien analysiert. Die Autoren beschreiben, welche Insight‐ und Foresight‐Methoden dabei zum Einsatz kommen und was eine erfolgreiche Durchführung ausmacht. Dabei gehen sie insbesondere auf das Konzept der Trend Receiver ein. Abschließend geben sie einen Ausblick auf zukünftige Weiterentwicklungen der Vorgehensweise. Y1 - 2016 SN - 9783658097219 U6 - https://doi.org/10.1007/978-3-658-09722-6_5 SP - 75 EP - 98 PB - Springer Fachmedien Wiesbaden CY - Wiesbaden ER - TY - JOUR A1 - Bilgram, Volker A1 - Hahn, Alexander A1 - Füller, Johann T1 - «Golden Crowd»: Engaging the Users that Deliver on Your Crowdsourcing Goals JF - Marketing Review St. Gallen N2 - 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. Y1 - 2022 UR - https://www.econstor.eu/bitstream/10419/279652/1/MRSG_2022_6_12-20.pdf SN - 1865-7516 VL - 39 IS - 6 PB - Thexis Verlag, St. Gallen ER - TY - CHAP A1 - Füller, Johann A1 - Gfrei, Bianca A1 - Hahn, Alexander A1 - Koch, Giordano T1 - Soziale Technologien im Innovationsmanagement T2 - Zukunft gestalten: Soziale Technologien in Organisationen in Zeiten des demografischen Wandels Wissen – Innovation – Demografie Y1 - 2015 SN - 978-3-943024-24-1 PB - AWD Druck + Verlag GmbH ER - TY - RPRT A1 - Füller, Johann A1 - Bilgram, Volker A1 - Wahl, Julian A1 - Hutter, Katja T1 - Autonomous Innovation – How AI is implemented in Innovation Management N2 - Success stories about the groundbreaking impact of artificial intelligence (AI) technology on business are omnipresent, and the benefits that might emerge for innovation management are the talk of the town. However, managers are still struggling to find the appropriate approach for applying AI in their innovation projects. At this early stage in the age of AI, companies differ in how they leverage the opportunities afforded by AI and seek guidance. Our study among 162 tech-savvy managers highlights the current state of AI usage in innovation management, reveals different implementation patterns, and provides guidance in finding the right approach to increase innovation performance using AI technology. We find that companies follow distinct implementation approaches that differ regarding strategy, organizational setup, capability building, and scaling, which results in three user groups: 39% of participants consider themselves “AI-Leaders”, the most progressive group when it comes to dealing with the technology and breaking ground in AI-driven innovation management. 30% belong to the “AI-Pragmatists” user group that is ambitious in applying AI, while 31% are „AI Aspirants” only rarely using AI for their innovation processes. A vast majority of the participants anticipates overall improvements in innovation performance by more than 50%, as they expect the effectiveness and efficiency of new product development to increase significantly. However, companies still face severe implementation challenges, such as missing data access or a lack of technical expertise. Depending on their individual characteristics, companies should take deliberate strategies to advance in the autonomous innovation game. Y1 - 2022 UR - https://www.hyve.net/en/autonomous-innovation-study/ ER - TY - JOUR A1 - Bilgram, Volker A1 - Füller, Johann A1 - Koch, Giordano A1 - Rapp, Maximilian T1 - The Potential of Crowdsourcing for Co-Marketing: How Consumers may be Turned into Brand Ambassadors JF - Transfer - Werbeforschung und Praxis Y1 - 2012 IS - 4 ER -