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What criteria are used to judge a creative idea? We attempt to answer this question by analyzing 57 idea pitches from two start-up weekends. Following the scientific and managerial literature, we identify four conditions intrinsically linked to the idea and three conditions linked to the presenter that could influence the evaluation of an idea. A comparative case analysis in Fuzzy Set mode highlights three configurations of sufficient conditions for the positive evaluation of a pitch. In addition, a good enunciation of the pitch is found to be a necessary condition. This research therefore shows that the intrinsic qualities of an idea are not sufficient for it to be favorably evaluated; it must also be well presented. Conversely, good presentation is not enough; the idea must have intrinsic qualities to be favorably evaluated. In addition, the physical appearance of the pitcher can be an asset in the specific context of start-up weekends.JEL Codes: O31

Les grands acteurs du numérique exploitent des offres complexes de produits et services numériques basées sur le développement de portefeuilles de business models connectés. La littérature est cependant limitée pour comprendre comment gérer stratégiquement ce type de portefeuille. Pour combler ce gap, en analysant les cas d’Apple, de Google et de Microsoft, nous montrons que leurs portefeuilles de business models peuvent être gérés stratégiquement par la mise en place d’une architecture spécifique de business models connectés. Notre étude contribue ainsi à mieux comprendre le fonctionnement des portefeuilles de business models dans les secteurs numériques et met en évidence certains éléments clés de leur conception., Major digital players operate complex digital product and service offerings based on the development of portfolios of connected business models. However, the literature is limited in understanding how to strategically manage this type of portfolio. To fill this gap, by analyzing the cases of Apple, Google and Microsoft, we show that their business model portfolios can be strategically managed by implementing a specific architecture of connected business models. Our study thus contributes to a better understanding of how business model portfolios work in the digital sectors and highlights some key elements of their design., Los principales actores digitales operan ofertas complejas de productos y servicios digitales basadas en el desarrollo de carteras de modelos de negocio conectados. Sin embargo, la literatura es limitada en cuanto a la comprensión de cómo manejar estratégicamente este tipo de cartera. Para llenar este vacío, analizando los casos de Apple, Google y Microsoft, mostramos que sus carteras de modelos de negocio pueden ser gestionadas estratégicamente implementando una arquitectura específica de modelos de negocio conectados. Nuestro estudio contribuye así a una mejor comprensión del funcionamiento de las carteras de modelos de negocio en los sectores digitales y pone de relieve algunos elementos clave de su diseño.

This paper questions the impact of team gender composition on idea generation and idea evaluation? Based on econometric analyses of evaluations of 100 product ideas proposed by 463 students, it shows that ideas supported by teams mostly composed of either males or females are as creative as ideas supported by mixed teams when they are evaluated by experts. When these ideas are evaluated by peers, the ideas supported by mixed teams are perceived as being less creative than ideas supported by teams that are predominantly composed of either males or females., Cet article examine l’impact de la composition des équipes créatives, en terme de genre, sur la génération et l’évaluation des idées. Une analyse économétrique réalisée sur l’évaluation de 100 idées de produits nouveaux proposées par 463 étudiants montre que les idées proposées par des équipes majoritairement composées de garçons ou de filles sont aussi créatives que les équipes mixtes quand elles sont évaluées par des experts. Quand elles sont évaluées par des paires, les idées proposées par des équipes mixtes sont perçues comme moins créatives que les idées proposées par des équipes majoritairement composées de garçons ou de filles., Este artículo examina la influencia que ejerce la composición de equipos creativos, en términos de género, en la generación y evaluación de ideas. Un análisis econométrico realizado sobre la evaluación de 100 ideas de nuevos productos desarrolladas por 463 estudiantes muestra que las ideas propuestas por equipos predominantemente compuestos de hombres o mujeres son tan creativas como las ideas propuestas por equipos mixtos cuando éstas son evaluadas por expertos. Cuando se evalúan por parejas, las ideas propuestas por los equipos mixtos son percibidas como menos creativas que las ideas propuestas por equipos compuestos predominantemente por hombres o mujeres.

La mondialisation impose aux organisations d’innover et se renouveler à un rythme très rapide. Dans un tel contexte, les idées s’imposent comme une ressource centrale et stratégique que l’organisation doit gérer et développer. La créativité organisationnelle devient donc un enjeu de différentiation pour les organisations, et même une réponse à l’enjeu de survie des organisations. Nous proposons d’enrichir les débats relatifs à la créativité organisationnelle en management stratégique en abordant la question de la gestion des idées créatives, de leurs libres parcours dans et en dehors de l’organisation, et de l’émergence de la créativité organisationnelle en tant que capacité créative. Nous concluons par des pistes de recherche à explorer pour caractériser les capacités créatives, et les considérer comme des capacités organisationnelles à part entière., Globalization requires organizations to innovate and to renew themselves at a very rapid pace. In such a context, ideas are a critical resource that organizations must manage and develop. As a consequence, organizational creativity becomes a lever of differentiation, and sometimes even a response to the issue of survival. We propose to enrich the debate on organizational creativity in strategic management by addressing the management of creative ideas, their flow within and outside of organizations, and the emergence of organizational creativity as an organization-level creative capacity. We conclude by proposing several avenues for future related to the nature of creative capacities and especially their recognition as organizational capacities in their own right., La globalización exige que las organizaciones innoven y se renueven a un ritmo muy rápido. En este contexto, las ideas constituyen un recurso crítico que las organizaciones deben gestionar y desarrollar. Como consecuencia, la creatividad organizacional se convierte en una herramienta de diferenciación y, a veces, incluso en una respuesta al problema de la supervivencia. En este número especial, proponemos enriquecer el debate sobre la creatividad organizacional en el marco de la gestión estratégica, abordando la gestión de ideas creativas, su flujo dentro y fuera de las organizaciones, y la emergencia de la creatividad organizacional como una capacidad creativa a nivel de la organización. Concluimos proponiendo varias líneas de trabajo relacionadas con la naturaleza de las capacidades creativas y especialmente su reconocimiento como capacidades organizativas en sí mismas.

International audience; Faced with the limits of cooperative approaches to business model in optimizing the value creation and value capture, we propose here a new multi-sided business model architecture adapted to digital industries which allows considering new opportunities to create and capture value, for the growth and survival of innovative SMEs.

Purpose This study aims to examine the way to develop a multi-sided logic for existing business models. More precisely, the objective is to find rules for designing a multi-sided business model from a one-sided business model. Design/methodology/approach Given that business model (BM) literature and multi-sided literature do not address the complex issue of multi-sided business model design, the authors propose here a set of six redesign operations. These operations are built from a comprehension of the development and evolution of multi-sided platforms and their consequences for business model architecture. Several empirical cases illustrate each operation. Findings A process of business model redesign is proposed with three phases: setting-up a technological digital platform to support the multi-sided architecture, identifying and engaging several customer groups on the platform and linking the customer groups and structuring the revenue model. This process details the chronological order in which the redesign operations can be implemented to build a multi-sided BM. Practical implications The importance of the stage of semi-finished development of the platform, the openness of digital content, reaching the critical threshold and the combination of a dual economic model (free/paid) is highlighted. For managers, this provides better practices to successfully manage the business model redesign process. Originality/value This paper helps managers in companies, especially small and medium-sized enterprises, to profit from a multi-sided business model by proposing a way to achieve it.

The sharing economy is a growing sector that is profiting from digitalization by developing multi-sided platforms allowing users to create and manage valuable transactions around products and services. However, for companies, this type of platform requires the implementation of opening processes to provide internal resources in order to help users interact between them and to innovate. This poses a problem of the openness control of boundaries of the company and the platform, which the present research proposes to study. Through the comparative study of several multi-sided platforms, we show that the control mechanisms depend on the type of boundary and the nature of the opening. We also analyze the role of the platform, technological tools and governance in the dynamic management of these boundaries, and the management of open innovation.JEL Codes: O31, O35

International audience; Crowdsourcing (CS) is the outsourcing of a task to a wide network of individuals through an open call on the Internet. Although extant literature has identified some of the difficulties associated with it, little is known about barriers to CS for innovation implementation. This article aims to identify these barriers and to study their influence during the implementation stage. From five study cases, we identify three categories of barriers that affect CS for innovation, and we highlight the importance of organizational barriers, specifically difficulties related to coordination with the crowd and the organizational adjustments required for the integration of CS for innovation.; Le crowdsourcing (CS) consiste à externaliser une tâche auprès d'un vaste réseau d'individus via un appel ouvert, le plus souvent réalisé par Internet. Malgré des difficultés identifiées dans la littérature, peu de recherches se sont intéressées aux barrières à l'adoption du CS pour innover. Cet article propose de les identifier et d'étudier leur importance lors de la phase de mise en oeuvre. À partir de cinq cas d'entreprises, nous identifions trois catégories de barrières qui influencent cette activité et soulignons l'effet des barrières organisationnelles, notamment sur les difficultés de coordination avec la foule et celles liées aux ajustements organisationnels nécessaires à l'intégration de l'activité.

International audience; The digital creative industries exemplify innovation processes in which user communities are highly involved in product and service development, bringing new ideas, and developing tools for new product uses and environments. We explore the role of user communities in such co-innovation processes via four case studies of interrelations between firms and their communities. The digitization and virtualization of firm/community interactions are changing how boundaries are defined and how co-innovation is managed. The transformation of innovation management is characterized by three elements: opening and redefining firm boundaries; opening of products and services to community input and reducing property rights; and reshaping organization and product identities. Innovation in collaboration with user communities requires firms to orchestrate their communities and their inter-relationships to encourage the creativity and motivation of users, and develop the community's innovatory capacity.

Fatigue cracking is surely the more common failure mode of marine structures. The return experience shows that in the majority of the cases, cracks start at welded joints and so the verification methods developed since the 70s deal with welded joints. More recent cases on FPSOs have shown that cracks can also start from non welded areas and the development of the ULCS (Ultra Large Container Ships) points out the necessity of methods for the hatch corners which are non welded areas. To provide a solution for the design of these ships Bureau Veritas developed a local stress S-N curve formulation including as-welded, non welded and improved welded details. The formulation is based on the accumulated knowledge in fatigue verification approaches since the 70s, the marine return experience and the analysis of available published data. The paper presents the development of the formulation starting by the definition of a S-N curve for as-welded joints covering the low and high cycle domains, then the extension of to the stress release welded joints with different R levels and finally the generalisation to non welded and improved welded details. The non-welded detail S-N curves include the effects of the yield strength on the low cycles domain and of the mean stress level on the slope of the high cycles domain. The defined S-N curves are calibrated versus existing methods for welded joints and mechanical component fatigue verification and also versus test data. Finally, an illustration of a practical application on two ship deck details is given showing acceptable results.

The aim of the paper is to characterize innovation with user communities and to explore managerial implications for creative industries. Based on four case studies, we explore the interrelations between the firm and user communities. The digitalization and virtualization of interactions change the ways in which the boundaries between the firm and its user community are defined. User communities are actively developing new products, new services. Definitions of value differ for firms and users. Users are valuating the possibility to be creative, to transform individual creativity into products while firms are making money with innovation. Finally, innovation with user communities may modify the respective identities of firms and communities.

Cet article explore dans les mondes virtuels le lien qui existe entre les individus et leurs avatars en termes d'identité. Les résultats de cette étude tendent à démontrer que les univers virtuels et les interactions qu'ils offrent d'un point de vue social et marchand sont des outils de construction identitaire. Cette recherche exploratoire s'appuie sur une étude qualitative de 34 entretiens menés en immersion dans le monde virtuel Second Life. Lors de son passage au monde virtuel, l'individu doit construire une identité en opérant un transfert, partiel ou total, de son identité réelle à son identité virtuelle. L'objet de cet article est d'examiner cette transition et son résultat en termes de positionnement identitaire. Quatre types de positionnements identitaires sont identifiés: la duplication, l'amélioration, la transformation et la métamorphose.

Crowdsourcing (CS) for innovation is the outsourcing of creative tasks or complex problems to the crowd, a large group of individuals. While CS for innovation has generated interest, both theoretically and empirically, the increasing adoption of this new practice by organizations raises many unanswered questions. This thesis aims to study the adoption of CS for innovation by identifying the factors that influence this process. To do so, it builds on an analytical framework that combines resource-based approaches (RBV, KBV, open innovation) with theories of innovation adoption, which consider adoption as a process and not as a mere decision.To describe and understand the influence of factors on the adoption process, this research utilizes a qualitative approach based on the study of six companies. It gives rise to three articles that lead to three major contributions. First, we identify the influence of four categories of factors (strategic, cultural, organizational and epistemic) on the adoption of CS for innovation. Strategic factors seem to have a lesser influence whereas cultural factors influence mainly the decision-making stage, organizational factors the stage of implementation and epistemic factors the stage of maturity. Moreover, it appears that these last three types of factors are interdependent. Secondly, this research explores the notion of “crowd” by suggesting that CS for innovation, and particularly CS of creative activities, relies on communities and not on a disembodied crowd of anonymous and undefined individuals. Finally, it seems that when an organization adopts a proprietary platform of CS for innovation, this new practice can be assimilated to an organizational innovation.These contributions offer a more holistic view of the adoption of CS for innovation and provide managerial recommendations to organizations wishing to adopt this approach., Le crowdsourcing (CS) pour innover consiste pour une organisation à externaliser une tâche créative ou un problème complexe à la foule. Si le CS pour innover suscite un intérêt tant théorique qu’empirique, l’adoption croissante de cette nouvelle pratique par les entreprises pose de nombreuses questions restant sans réponses. Cette thèse a pour objectif d’étudier l’adoption du CS pour innover en identifiant plus particulièrement les facteurs qui vont influencer ce processus. Pour ce faire, ce travail prend appui sur un cadre d’analyse qui combine les approches basées sur les ressources (RBV, KBV, open innovation) avec les théories de l’adoption de l’innovation, qui envisagent l’adoption comme un processus et non comme une simple décision.Pour décrire et comprendre l’influence des facteurs sur le processus d’adoption, cette recherche mobilise une démarche qualitative basée sur l’étude de six entreprises. Elle donne lieu à trois articles qui débouchent sur trois contributions majeures. En premier lieu, nous identifions l’influence de quatre catégories de facteurs (stratégiques, culturels, organisationnels et épistémiques) sur l’adoption du CS pour innover. Les facteurs stratégiques semblent avoir une influence moindre alors que les facteurs de types culturels influencent principalement l’étape de décision, les facteurs organisationnels l’étape de mise en œuvre et les facteurs épistémiques l’étape de maturité. En outre, il apparaît que ces trois types de facteurs sont interdépendants. En second lieu, ce travail questionne la notion de foule en suggérant que le CS pour innover, et notamment le CS d’activités créatives, repose plutôt sur des communautés et non sur une foule désincarnée composée d’individus anonymes et isolés. Enfin, il semble que lorsque l’entreprise adopte une plateforme propriétaire de CS pour innover, cette nouvelle pratique peut être assimilée à une innovation organisationnelle.Ces contributions répondent à la question de recherche mais proposent également une vision plus globale de l’adoption du CS pour innover. Elles alimentent plusieurs recommandations managériales à destination des organisations souhaitant adopter cette démarche.