pt. I. What can we do about it as individual employees? -- pt. II. What can we do about it as teams? -- pt. III. What can we do about it as leaders? -- pt. IV. What can we do about it as organizations? -- pt. V. What can we do about it as innovation policy-makers?

Social entrepreneurs who use market mechanisms to solve wicked problems ( Rittel & Webber, 1973 ) may benefit from practices based on design thinking. Design thinking offers approaches to work iteratively on both problem and solution spaces collaboratively with multiple diverse stakeholders,...

Part I: Tools and Techniques for Improved Team Interaction -- Part II: Creativity and Creative Confidence -- Part III: Measuring Design Thinking -- Part IV: Documentation and Information Transfer in Design Thinking Processes.

Kreative Ideengenerierung -- Detaillierte Betrachtung der Inkubationsphase -- Unterscheidung selektiver und konfigurativer Problemstellungen -- Überprüfung der „Spreading-Activation-“, der „Memory-Sensitization-“ sowie der „Brain-Area-Fatigue-Hypothese“ als Erklärung des...

The article argues for greater attention to be given to discursive approaches to the leadership of innovation through proposing a variant of Potter and Wetherell's concept of interpretative repertoires. Drawing upon empirical material from a case study of managers engaged in R&D activities at a...