@misc{HoelzleBoerBjoerk2020, author = {H{\"o}lzle, Katharina and Boer, Harry and Bj{\"o}rk, Jennie}, title = {Crisis management through creativity and innovation}, series = {Creativity and innovation management}, volume = {29}, journal = {Creativity and innovation management}, number = {2}, publisher = {Wiley-Blackwell}, address = {Oxford [u.a.]}, issn = {0963-1690}, doi = {10.1111/caim.12385}, pages = {195 -- 197}, year = {2020}, 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{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} } @incollection{HoelzleTiberius2020, author = {H{\"o}lzle, Katharina and Tiberius, Victor}, title = {Aspekte, Standpunkte und Ausblicke}, series = {Perspektiven des Entrepreneurships : Unternehmerische Konzepte zwischen Theorie und Praxis}, booktitle = {Perspektiven des Entrepreneurships : Unternehmerische Konzepte zwischen Theorie und Praxis}, editor = {H{\"o}lzle, Katharina and Tiberius, Victor and Surrey, Heike}, publisher = {Sch{\"a}ffer-Poeschel Verlag}, address = {Stuttgart}, isbn = {978-3-7910-4473-6}, pages = {13 -- 17}, year = {2020}, language = {de} } @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{HoelzleBoerBjoerk2020, author = {H{\"o}lzle, Katharina and Boer, Harry and Bj{\"o}rk, Jennie}, title = {Creativity in and from people, processes, objects, and war zones}, series = {Creativity and innovation management}, volume = {29}, journal = {Creativity and innovation management}, number = {3}, publisher = {Wiley-Blackwell}, address = {Oxford}, issn = {0963-1690}, doi = {10.1111/caim.12405}, pages = {377 -- 379}, year = {2020}, 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{HenikeKamprathHoelzle2020, author = {Henike, Tassilo and Kamprath, Martin and H{\"o}lzle, Katharina}, title = {Effecting, but effective?}, series = {Long range planning : LRP ; international journal of strategic management / Strategic Planning Society}, volume = {53}, journal = {Long range planning : LRP ; international journal of strategic management / Strategic Planning Society}, number = {4}, publisher = {Elsevier}, address = {Oxford}, issn = {0024-6301}, doi = {10.1016/j.lrp.2019.101925}, pages = {16}, year = {2020}, abstract = {Business model (BM) visualisations have become popular instruments with which to explain and manage today's complex business interactions. Using verbal and graphic elements, they provide simplified representations of reality and can support BM tasks that go beyond working memory's capacities. Visualisations thus reduce cognitive load and represent how practitioners and researchers think about BMs. However, they can also affect their thinking. This constitutes a thus far insufficiently explained tension between effectively reducing reality's complexity and the resulting cognitive biases. Building on cognitive load and framing theory, we qualitatively analysed 103 BM visualisations to explain how visual elements affect visualisations' cognitive effectiveness (helpfulness and ease of applicability) and unfold visual framing effects. By identifying five visual framing effects, we contribute to the cognitive BM perspective and explain how this set of cognitive factors affects BM management and research. We also found that most BM visualisations are not cognitively effective because they consist of unclear and non-parsimonious elements, limiting their cross-contextual application. Furthermore, the analysis revealed certain visualisations with strictly operationalised BM dimensions. These findings provide essential contributions to the literature on BM methods. We conclude by discussing how practitioners and researchers can use BM visualisations and their cognitive impacts accordingly.}, 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 in psychology}, address = {Lausanne, Schweiz}, 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} }