In her doctoral thesis, Jana Huck, who recently completed her PhD in Business Administration, seeks to understand what idea development is really about by observing how people in various contexts work to improve an idea and pave the way to make it a reality.
Jana Huck got the impression that everyone talked about idea development as a phenomenon, yet without truly explaining or grasping what it actually involves – or even means. This is what inspired her doctoral thesis, Idea Development for Innovation: A Multi-Level Exploration of the Activities and Processes Propelling Ideas Towards Innovation.
One of the things you write about is “triggers-for-change” – could you explain what that means
– Seeing ideas as “triggers-for-change” is about understanding the reactions and engagement that an idea sets in motion. That we view the process as it is and follow it as a whole. An important function of this perspective is to show that innovation requires human action and that managers need to enable people to become involved in the process. This could include creating conditions for knowledge sharing and ensuring support within the organisation.
How can an understanding of idea development help to increase engagement with innovation within an organisation?
– My thesis highlights how understanding idea development reveals how people act within the process, while also providing guidance on how to approach idea development in practice, for example, by showing ways to drive and support the process. It’s important to involve people and create forums where ideas can be discussed, with people coming from different perspectives. Organisations need to consciously and actively promote engagement – it will not happen on its own. A clear process can help, but it can also hinder if it becomes too rigid.
In her doctoral thesis, Jana Huck identifies different types of activities that contribute to idea development. One category consists of idea-centred activities that shape what the idea is about and how it is understood. These activities include adapting, concretising and reformulating the meaning of the idea, while at the same time exploring what works and what does not in practice.
Another category covers interaction-focused activities, which emphasise the importance of sharing knowledge and perspectives to deepen the understanding of both the idea and the context in which it is intended to create change. Combining different types of knowledge in new ways requires interaction between people, where ideas and insights are integrated. Interaction is also about understanding other people’s viewpoints, showing empathy and taking different perspectives into account.
– Interaction is also crucial for building legitimacy and support around the idea – something that, in turn, creates engagement and keeps the development process alive, says Jana Huck. In practice, interaction forms the very foundation for how the content and meaning of the idea are shaped over time.
What role does idea development play in the long-term capacity for innovation in organisations?
– You build knowledge and understanding from different angles. For example, when employees engage in dialogue with users, they gain insight into their perspective. In turn, users come to understand why certain services or solutions are designed the way they are and why problems may arise. Understanding different sides of a problem can help lead to better solutions. Regular interaction and input from various sources can strengthen the capacity for innovation without the help of advanced technology, but rather through behaviour.
What contributions are you hoping to make through your research?
– That’s a good question, but a difficult one to answer, since I want my research to pave the way for further research that explores not only the structural aspects but, above all, how we as humans interact in order to innovate. A key finding of my research is that ideas begin to develop the moment someone comes into contact with them. Organisations can take advantage of this by not only evaluating whether an idea is good, but also by continuing to develop it simultaneously, since each individual holds unique knowledge that can help bring the idea closer to realisation.
In what way does your research strengthen Karlstad Business School?
– My research builds on innovation management studies within the disciplines of business administration and industrial engineering and management. I also teach quite a bit in this area across several courses. It’s fantastic to be able to pass that research on to students who, I hope, will make use of it once they graduate and begin working in various organisations. We also run a number of courses for professionals, and they’re often very grateful to gain a deeper understanding of the work they do on a daily basis through our research.
