Igor N. Dubina

Innovation analysis and game theory: A review

In this paper we review game theory and innovation related papers published in the period of 1985–2010. We divide our review into three levels of innovation games: 1) intra-organizational games, which are played within the firm and main players are an innovator, a project manager and/or resource administrator; 2) inter-organizational games, where main players are a firm and its competitors, partners and customers; 3) meta-organizational games, where main players are a social planner and an innovative entrepreneur. Compared with the previous periods, one can observe a significant increase in the number of papers which use game theory models to analyze the innovation processes. Moreover, there is a tendency to move from abstract and formal models towards practically applicable and empirically tested studies.

Optimising creativity management: problems and principles

This paper explores the problem of optimal management of creativity to develop and mobilise employee creativity in more effective ways. Optimising creativity management presumes interventions for employee creativity development and the improvement of the work environment for creativity, which are most relevant to the specific organisation, its goals, objectives and resources. This paper identifies the main principles and problems of optimising creativity management, as well as cognitive blocks to such optimisation. This study also allocates specific functions of creativity management research and development management and innovation management to define where these functions overlap and can be coordinated. Optimising approaches to managing creativity indicate prospective directions both for theoretical investigations and practical techniques to manage employee creativity more systematically and methodically.

Culture as a Driving Force of Individual and Organizational Behavior

Culture is deemed as a fundamental determinant of human behavior. Cross-cultural studies on management, business, and entrepreneurship practices represent a comparatively new class of interdisciplinary research. This movement represents the intersection of the cultural, sociological, psychological, historical, economic, management, technological, and business studies. This chapter encompasses the main definitions of culture and the theoretical assumptions of the impact of culture on creativity, innovation and entrepreneurship.

Creativity Through a Cultural Lens: The Dichotomy of “The West” and “The East”

Creativity is a multi-faceted phenomenon. One controversy in the creativity literature concerns whether the concept of creativity has a universal meaning or is perceived differently in various cultures. Although the fundamental idea of creativeness seems to be deeply rooted in all cultures, definitions and attributes of creativity, the level of creative activity, and the domains in which creativity is promoted, vary across cultures. In particular, the dichotomy of “the West” and “the East” is one of the most popular approaches in the characterization (at a surface level) of differences in understanding and defining creativity. However, it is not obvious what these terms exactly mean and these terms are sometimes used rather stereotypically. In this chapter, the “western” and “eastern” views on creativity are outlined as described in the literature.

Cultural Underpinnings in Entrepreneurship

The issue of what cultural aspects impact entrepreneurial behavior is examined empirically most often on the basis of Hofstede’s (Culture’s Consequences: International Differences in Work-Related Values, 1980) model. Hofstede’s research is useful to understand behaviors and attitudes at work, such as leadership, motivation, or the behavior and relationships between members and how these factors affect the level of entrepreneurship in any given society. Hofstede’s model of cultural dimensions serves as the basis for theoretical and empirical research over the past 30 years on how national culture influences business and management. This chapter is a description of Hofstede’s canonical four cultural dimensions represented in his model and their relationships with entrepreneurship.

Game-Theoretic Models of Incentive and Control Strategies in Social and Economic Systems

This study classifies and analyzes incentive systems in social and economic spheres on the methodological basis of game theory. The proposed approach formalizes the assumption of the impossibility of precise performance in socioeconomic realms, which is fundamental for designing incentive systems. The suggested approach addresses latent strategic variables that characterize the behavior of active elements of incentive systems. The authors define, formalize, and characterize authoritarian and democratic systems and mechanisms of incentive and control and demonstrate that a democratic system can significantly reduce incentive and control costs.