@article{BjoerkHoelzleBoer2021,
  author    = {Bj{\"o}rk, Jennie and H{\"o}lzle, Katharina and Boer, Harry},
  title     = {'What will we learn from the current crisis?'},
  series = {Creativity and innovation management},
  volume    = {30},
  journal   = {Creativity and innovation management},
  number    = {2},
  publisher = {Wiley-Blackwell},
  address   = {Oxford [u.a.]},
  issn      = {0963-1690},
  doi       = {10.1111/caim.12442},
  pages     = {231 -- 232},
  year      = {2021},
  language  = {en}
}
@misc{RoseGroegerHoelzle2021,
  author    = {Rose, Robert and Groeger, Lars and H{\"o}lzle, Katharina},
  title     = {The Emergence of Shared Leadership in Innovation Labs},
  series = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Humanwissenschaftliche Reihe},
  journal   = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Humanwissenschaftliche Reihe},
  publisher = {Universit{\"a}tsverlag Potsdam},
  address   = {Potsdam},
  issn      = {1866-8364},
  doi       = {10.25932/publishup-54872},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-548724},
  pages     = {1 -- 13},
  year      = {2021},
  abstract  = {Implementing innovation laboratories to leverage intrapreneurship are an increasingly popular organizational practice. A typical feature in these creative environments are semi-autonomous teams in which multiple members collectively exert leadership influence, thereby challenging traditional command-and-control conceptions of leadership. An extensive body of research on the team-centric concept of shared leadership has recognized the potential for pluralized leadership structures in enhancing team effectiveness; however, little empirical work has been conducted in organizational contexts in which creativity is key. This study set out to explore antecedents of shared leadership and its influence on team creativity in an innovation lab. Building on extant shared leadership and innovation research, we propose antecedents customary to creative teamwork, that is, experimental culture, task reflexivity, and voice. Multisource data were collected from 104 team members and 49 evaluations of 29 coaches nested in 21 teams working in a prototypical innovation lab. We identify factors specific to creative teamwork that facilitate the emergence of shared leadership by providing room for experimentation, encouraging team members to speak up in the creative process, and cultivating a reflective application of entrepreneurial thinking. We provide specific exemplary activities for innovation lab teams to increase levels of shared leadership.},
  language  = {en}
}
@article{RoseGroegerHoelzle2021,
  author    = {Rose, Robert and Groeger, Lars and H{\"o}lzle, Katharina},
  title     = {The emergence of shared leadership in innovation labs},
  series = {Frontiers in Psychology},
  volume    = {12},
  journal   = {Frontiers in Psychology},
  publisher = {Frontiers Research Foundation},
  address   = {Lausanne},
  issn      = {1664-1078},
  doi       = {10.3389/fpsyg.2021.685167},
  pages     = {1 -- 13},
  year      = {2021},
  abstract  = {Implementing innovation laboratories to leverage intrapreneurship are an increasingly popular organizational practice. A typical feature in these creative environments are semi-autonomous teams in which multiple members collectively exert leadership influence, thereby challenging traditional command-and-control conceptions of leadership. An extensive body of research on the team-centric concept of shared leadership has recognized the potential for pluralized leadership structures in enhancing team effectiveness; however, little empirical work has been conducted in organizational contexts in which creativity is key. This study set out to explore antecedents of shared leadership and its influence on team creativity in an innovation lab. Building on extant shared leadership and innovation research, we propose antecedents customary to creative teamwork, that is, experimental culture, task reflexivity, and voice. Multisource data were collected from 104 team members and 49 evaluations of 29 coaches nested in 21 teams working in a prototypical innovation lab. We identify factors specific to creative teamwork that facilitate the emergence of shared leadership by providing room for experimentation, encouraging team members to speak up in the creative process, and cultivating a reflective application of entrepreneurial thinking. We provide specific exemplary activities for innovation lab teams to increase levels of shared leadership.},
  language  = {en}
}
@article{HoelzleRhinow2019,
  author    = {H{\"o}lzle, Katharina and Rhinow, Holger},
  title     = {The Dilemmas of Design Thinking in Innovation Projects},
  series = {Project Management Journal},
  volume    = {50},
  journal   = {Project Management Journal},
  number    = {4},
  publisher = {Sage Publ.},
  address   = {Thousand Oaks},
  issn      = {8756-9728},
  doi       = {10.1177/8756972819853129},
  pages     = {418 -- 430},
  year      = {2019},
  abstract  = {Organizations have discovered Design Thinking as a promising framework or language for innovation-focused project teamwork. The goal is to develop new products and services by being customer-centric and working iteratively and in an interdisciplinary way, using specific working principles and methods to create a common language among all stakeholders. The empirical results in this article show that Design Thinking teamwork is different from other forms of teamwork. The difference in Design Thinking team-based project work is that the teams go through a specific learning process that poses individual challenges but also provides the individual with experience-based learning. We show that teams going through this learning process repeatedly find themselves in seemingly insolvable conflicts-so called structural dilemmas-within the framework of project deadlines and under the influence of strategic guidelines of the organization. We explore these structural dilemmas and develop ways to overcome them.},
  language  = {en}
}
@book{MeinelDoellnerWeskeetal.2021,
  author    = {Meinel, Christoph and D{\"o}llner, J{\"u}rgen Roland Friedrich and Weske, Mathias and Polze, Andreas and Hirschfeld, Robert and Naumann, Felix and Giese, Holger and Baudisch, Patrick and Friedrich, Tobias and B{\"o}ttinger, Erwin and Lippert, Christoph and D{\"o}rr, Christian and Lehmann, Anja and Renard, Bernhard and Rabl, Tilmann and Uebernickel, Falk and Arnrich, Bert and H{\"o}lzle, Katharina},
  title     = {Proceedings of the HPI Research School on Service-oriented Systems Engineering 2020 Fall Retreat},
  number    = {138},
  publisher = {Universit{\"a}tsverlag Potsdam},
  address   = {Potsdam},
  isbn      = {978-3-86956-513-2},
  issn      = {1613-5652},
  doi       = {10.25932/publishup-50413},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-504132},
  publisher      = {Universit{\"a}t Potsdam},
  pages     = {vi, 144},
  year      = {2021},
  abstract  = {Design and Implementation of service-oriented architectures imposes a huge number of research questions from the fields of software engineering, system analysis and modeling, adaptability, and application integration. Component orientation and web services are two approaches for design and realization of complex web-based system. Both approaches allow for dynamic application adaptation as well as integration of enterprise application. Service-Oriented Systems Engineering represents a symbiosis of best practices in object-orientation, component-based development, distributed computing, and business process management. It provides integration of business and IT concerns. The annual Ph.D. Retreat of the Research School provides each member the opportunity to present his/her current state of their research and to give an outline of a prospective Ph.D. thesis. Due to the interdisciplinary structure of the research school, this technical report covers a wide range of topics. These include but are not limited to: Human Computer Interaction and Computer Vision as Service; Service-oriented Geovisualization Systems; Algorithm Engineering for Service-oriented Systems; Modeling and Verification of Self-adaptive Service-oriented Systems; Tools and Methods for Software Engineering in Service-oriented Systems; Security Engineering of Service-based IT Systems; Service-oriented Information Systems; Evolutionary Transition of Enterprise Applications to Service Orientation; Operating System Abstractions for Service-oriented Computing; and Services Specification, Composition, and Enactment.},
  language  = {en}
}
@article{PetzoltHoelzleKulliketal.2022,
  author    = {Petzolt, Sophie and H{\"o}lzle, Katharina and Kullik, Oliver and Gergeleit, Wiebke and Radunski, Anne},
  title     = {Organisational digital transformation of SMEs—development and application of a digital transformation maturity model for business model transformation},
  series = {International journal of innovation in management},
  volume    = {26},
  journal   = {International journal of innovation in management},
  number    = {3},
  publisher = {World Scientific Publ.},
  address   = {Singapore},
  issn      = {1363-9196},
  doi       = {10.1142/S1363919622400175},
  pages     = {43},
  year      = {2022},
  abstract  = {One of the most challenging difficulties for incumbent organisations, especially small- and medium-sized enterprises (SMEs), is to manage digital transformation driven by technological change. Incumbent organisations' responses to digital transformation have been extensively studied in the current literature. However, most research neglects digital transformation in SMEs. There are hardly any valid developed measures for the maturity of digital transformation. We present a holistic digital transformation maturity model based on an extensive literature review, qualitative computer-assisted data analysis, and empirical findings. The digital transformation maturity model focuses on small- and medium-sized enterprises' unique features and characteristics. We proved the practical applicability and relevance of the digital transformation maturity model in an extensive study involving various organisations, particularly German SMEs (n = 310). Organisations can use this model to assess themselves initially and, through this process, gain a comprehensive understanding of the multiple forms of digital transformation.},
  language  = {en}
}
@article{RoseHoelzleBjoerk2020,
  author    = {Rose, Robert and H{\"o}lzle, Katharina and Bj{\"o}rk, Jennie},
  title     = {More than a quarter century of creativity and innovation management},
  series = {Creativity and innovation management},
  volume    = {29},
  journal   = {Creativity and innovation management},
  number    = {1},
  publisher = {Wiley-Blackwell},
  address   = {Oxford},
  issn      = {0963-1690},
  doi       = {10.1111/caim.12361},
  pages     = {5 -- 20},
  year      = {2020},
  abstract  = {When this journal was founded in 1992 by Tudor Rickards and Susan Moger, there was no academic outlet available that addressed issues at the intersection of creativity and innovation. From zero to 1,163 records, from the new kid on the block to one of the leading journals in creativity and innovation management has been quite a journey, and we would like to reflect on the past 28 years and the intellectual and conceptual structure of Creativity and Innovation Management (CIM). Specifically, we highlight milestones and influential articles, identify how key journal characteristics evolved, outline the (co-)authorship structure, and finally, map the thematic landscape of CIM by means of a text-mining analysis. This study represents the first systematic and comprehensive assessment of the journal's published body of knowledge and helps to understand the journal's influence on the creativity and innovation management community. We conclude by discussing future topics and paths of the journal as well as limitations of our approach.},
  language  = {en}
}
@article{HoelzleBjoerkBoer2021,
  author    = {H{\"o}lzle, Katharina and Bj{\"o}rk, Jennie and Boer, Harry},
  title     = {Light at the end of the tunnel},
  series = {Creativity and innovation management},
  volume    = {30},
  journal   = {Creativity and innovation management},
  number    = {1},
  publisher = {Wiley-Blackwell},
  address   = {Oxford [u.a.]},
  issn      = {0963-1690},
  doi       = {10.1111/caim.12427},
  pages     = {3 -- 5},
  year      = {2021},
  language  = {en}
}
@article{GoepelHoelzleKnyphausenAufsess2012,
  author    = {G{\"o}pel, Monique and H{\"o}lzle, Katharina and Knyphausen-Aufsess, Dodo Zu},
  title     = {Individuals' innovation response behaviour a framework of antecedents and opportunities for future research},
  series = {Creativity and innovation management},
  volume    = {21},
  journal   = {Creativity and innovation management},
  number    = {4},
  publisher = {Wiley-Blackwell},
  address   = {Hoboken},
  issn      = {0963-1690},
  doi       = {10.1111/caim.12000},
  pages     = {412 -- 426},
  year      = {2012},
  abstract  = {Innovation response behaviour is defined as individuals novelty-supporting or novelty-impeding action when navigating innovation initiatives through the organization. A typology of innovation response behaviour is developed, distinguishing between active and passive modes of conduct for novelty-supporting and novelty-impeding behaviour, respectively. The antecedents of innovation response behaviour are delineated based on West and Farr's five-factor model of individual innovation. Moreover, we argue that within organizational contexts, individuals often fail to implement their ideas due to innovation barriers, perceived as factors that are beyond their control. Based on the theory of planned behaviour, we reveal how these barriers influence individuals intentional and exhibited innovation response behaviour. Propositions about proximal and distal antecedents of individuals innovation response behaviour are derived. Proposing a research framework to study the organizational process of innovation from an actor-based perspective, this paper intends to link existing research on individual innovation with the process of innovation at the organizational level, explicitly accounting for the socio-political dynamics and arising managerial problems associated with successful innovation implementation within organizational realities. Implications for research in innovation management are discussed and avenues for future research outlined.},
  language  = {en}
}
@article{PuteanusBirkenbachHoelzle2015,
  author    = {Puteanus-Birkenbach, Katja and H{\"o}lzle, Katharina},
  title     = {Entrepreneurship, Entrepreneur oder der Begriff des unternehmerischen Denken und Handelns},
  series = {Entrepreneurship education: das Potsdamer Modell der Gr{\"u}ndungslehre und -beratung},
  journal   = {Entrepreneurship education: das Potsdamer Modell der Gr{\"u}ndungslehre und -beratung},
  publisher = {BoD},
  address   = {Norderstedt},
  isbn      = {978-3-7357-6095-1},
  pages     = {85 -- 95},
  year      = {2015},
  language  = {de}
}