The electrification of heavy-duty transport is a critical pathway towards reducing emissions in Sweden’s forestry sector, a major contributor to national CO2 output. However, the adoption of battery electric trucks in this context remains limited, and the transition poses significant challenges for existing actors and newcomers. This paper investigates how diverse actors within the forestry transport ecosystem interpret the electrification transition and its implications for business model development. Drawing on empirical data - comprising seven experimental sites, two workshops, and 17 stakeholder interviews - this study foregrounds the role of interpretation and sensemaking in the early stages of a complex sustainability transition. The findings reveal that electrification is perceived not as an incremental change but as a radical innovation requiring cross-actor learning, new partnerships, and ecosystem-level coordination. Actors face strategic and operational uncertainty, particularly around value capture, data sharing, and infrastructure ownership, while also engaging in collaborative exploration of new roles and opportunities. By highlighting the interpretive processes shaping business model adaptation, this study contributes to the literature on sustainability transitions and business model innovation. It also offers practical guidance for managers aiming to navigate uncertainty, foster collaborative innovation, and co-create value in evolving industrial ecosystems.

Geopolitical uncertainties and the resurgence of security and defence needs present both opportunities and challenges for creativity and innovation management. At both the organizational and the individual levels, we are confronted with multiple ethically challenging choices. Given the changing global security and defence realities, we outline the ethical dilemma for creativity and innovation management scholars and propose an emerging agenda for our field. Our position is that, as citizens of open and democratic societies, we must not withdraw from defending the very values and institutions that have allowed us to pursue our profession freely. With this article, we contribute to an emerging discourse in creativity and innovation management research by making a call for ethical and societal frameworks to guide our profession and by proposing directions for future research on innovation in the defence and security realm.

This paper explores practices associated with involving customers in the pricing process of new digital offerings in a business-to-business context (B2B), including the degree and timing of engagement, as well as the related challenges. The scientific contribution is related to testing and innovative pricing of digital offerings used in production, manufacturing, and construction contexts, and four pricing tests in four different organizations are presented and analyzed. Data were collected in a multifaceted approach using a diverse set of information sources, including semi structured interviews, workshops, internal documents, and email conversations. Results show that traditional pricing practices and product logic mind-sets are hard to break andit's difficult to create a mind-set focused on values. The results indicate that a key to increasing and achieving a deeper degree of customer involvement in B2B-context is to engage the sales organizations.

Internal crowdsourcing offers new opportunities for ideas to gain legitimacy in idea development as not only managers but also experts are able to provide feedback to improve and subsequently accept ideas for further realisation. Given this far limited knowledge about how ideas gain legitimacy in idea development, this paper focuses on the influence of feedback, a main source of idea legitimacy in internal crowdsourcing. More specifically, this study aims to explore how feedback from different feedback providers (i.e., managers and experts) influences idea selection in internal crowdsourcing idea development. Based on text mining methods including sentiment, topic-model, and expert identification analyses, results reveal that feedback sentiment, feedback diversity and feedback amount play key roles in idea legitimisation. Specifically, these aspects of feedback influence idea acceptance in idea selection through the mediating role of idea revision in idea development and that this relationship is moderated by feedback providers. This study extends previous knowledge about the legitimisation process from the perspective of feedback in idea development by offering both a more comprehensive view, including different feedback aspects, and a more granular measurement of these, through the use of text analysis. Based on insights from the study, practical implications are presented for how to gain legitimacy from feedback for idea selection in internal crowdsourcing.

The paper presents the first results from a newly started project with the aim of meeting the challenge of transforming industry and transport towards a sustainable future; the research project TREE - Transition to Efficient Electrified Forestry Transport. The project includes new actors and develops sustainable multi-business ecosystems that can continue to accelerate electrification after the initial knowledge- building and experimenting phase, where sustained value creation relies on developing each members' business model. Therefore, this paper explores and analyzes the challenges for actors' multi-business model development within a knowledge ecosystem in the pursuit of transforming heavy forestry transport. A workshop with all project partners has been conducted, and interviews have been performed with eight parties covering central actors in collaborative networks for creating a new system. The challenges for the creation and development of value-offering for actors in the studied evolving knowledge ecosystem for electrification of the forest industry include technical, economical, changes in roles and collaboration, logistics, and internal organizational challenges.

Overview: Few companies and organizations remain innovative for long periods of time, and despite high ambitions, many innovation initiatives fail to yield the desired results. Identifying how best to measure the effectiveness of innovation initiatives is key to ensuring that those efforts actually help an organization achieve its overall goals. This article offers organizations and their leaders practical advice for measuring innovation effectively. Specifically, it defines innovation measurement and its importance in precise terms and summarizes six years of our research on innovation measurement in multiple firms and industries. We articulate nine critical lessons for improving innovation measurement in real-world practice clustered into three overarching themes: Strategy, Organization, and Measurement Design. Each of the nine lessons elucidates a problem, identifies potential consequences, and proposes concrete solutions that organizations can implement as they strive to better measure and, ultimately, improve their innovation management initiatives.

Creativity and Innovation Management has grown substantially over the last couple of years, both quantitatively and qualitatively. From 2016 to 2021, the number of submissions has grown from 287 to 395. Most of the growth was realized in Asia: The number of submissions from that continent increased from 72 in 2016 to 193 in 2021. The rest of the world remained (close to) stable: 215 in 2016 and 203 in 2021. Equally important, the Thomson ISI Impact Factor increased from 1.423 in 2015 to 3.051 in 2021 and further to 3.644 in 2022. This is not where our ambitions end, though. We want to be the ever-better outlet for authors researching, and practitioners working in, the fields we cover. Editing a journal with the ambition to continuously increase its quality while dealing with a substantial growth requires teamwork—teamwork among the editors and the editorial office, teamwork between the editors and their reviewers and, as surprising as this may sound, teamwork between the authors and their reviewers in a top-quality reviewing process. The purpose of this piece is to present and discuss some reviewing standards. In particular, we aim to share with our reviewers what we think is an excellent reviewing process. Furthermore, we formulate our ideas about what it is that makes a review an excellent one. The title of this piece is deliberately ambiguous. It denotes that Creativity and Innovation Management strives for reviewing excellence—as in an excellent reviewing process. It also denotes that we reach for the stars and hope to one day receive and, hence, review only excellent submissions.

Decision biases reinforce firms’ tendency to develop innovations based on narrow economic motivations. Consequently, sustainability-oriented ideas explicitly targeting social and environmental issues are easily discarded in idea selection when trade-offs between economic and sustainability values are faced. Given the so far limited knowledge about how sustainability-oriented ideas are developed and selected in organizations today, this research aims to explore how managerial biases affect selection of sustainability-oriented ideas in internal crowdsourcing. It does so through an empirical study drawing on data collected from a Swedish multinational company using internal crowdsourcing for different types of innovation ideas. The empirical study explicitly identifies sustainability-oriented ideas based on machine learning and captures managerial biases for ideas based on sentiment analysis. Regression analyses reveal that managerial biases potentially affect the selection of sustainability-oriented ideas through the mediating role of managerial attention in idea development. Furthermore, this mediating relationship is moderated by search pattern in terms of directed search. The study contributes to the literature on both innovation and sustainability, shedding new light on the effects of managerial bias, managerial attention, and innovation search for decision making and provides managerial implications enabling a fruitful adoption of sustainability-oriented innovation ideas.