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Generating and selecting profitable ideas to solve complex problems, is essential to entrepreneurship. However, such choices are heavily influenced by personal bias. Entrepreneurship is framed as a "masculine world" (Bird and Brush, 2002). Entrepreneurs rely heavily on creativity, risk-taking and divergent thinking which are deemed to be predominantly masculine traits (Cropley, 2006). The majority of investment decision-makers are also male (Brush et al., 2018). Investors are critical in determining whether an idea will be further developed. The compounding effect is the inequitable distribution of funding and low rates of success for female founders. A significant factor in the divergence of treatment between men and women entrepreneurs is gender bias. However, we believe that innovative ideas are also gendered and that this is what influences selection. We conducted experiments to understand the impact of gender bias in creative group processes when using the divergent-convergent (diamond) approach for ideation. Our aim was to explore whether individuals selected ideas due to the creator's identity or whether ideas perceived as "feminine" or "masculine" influences choice. Furthermore, we examined whether males were more creative and produced more divergent ideas than females. Using an electronic brainstorming system (EBS) we engaged 230 innovation and entrepreneurship university students in vignette-style ideation and evaluation challenges. Results showed no significant differences between genders in creativity, novelty, or usefulness ratings. However, "feminine" ideas were rated higher by females on all (but one) criteria and males rated "masculine" ideas higher on all criteria. Our results demonstrate a sex-based preference for gendered ideas in both sexes. Females were rated higher on divergent ideas and males higher on convergent ideas, which conflicts with the established view of male dominance. The experiment showed that the EBS system mitigated social cues around identity and reduced the impact of gender bias on creative evaluation. This research raises concern about investment in innovation and whether "masculine" preferred solutions are inevitable in a male-dominated funding environment. This research contributes to an understanding of the influence of finance on the success of economic or profit-focused innovations (masculine) as opposed to those that address social outcomes or community good (feminine). [ABSTRACT FROM AUTHOR]

Our research draws on diverse domains: psychology, service management, human factors, ergonomics, universal design and new public governance to develop a scale for citizen experience measurement. We use the byzantine environment of taxation administration to test and further improve our evaluation model. Our model known as Experience Effectiveness (XE), challenges traditional thinking of service quality as a function of client satisfaction or loyalty. XE uses a multi-participant perspective and is defined in humanist terms of usability, service co-production and the successful completion of the service objective. This paper demonstrates that the strategic use of design in public sector administration can be used to improve citizens' lives. Through evaluating the experiences citizens have interacting with the public sector, governments can prioritise issues, reduce bureaucratic complexity and design better services. Improved public administration will ensure more effective use of revenue and higher levels of compliance with the law through seamless, transparent engagement and higher levels of citizen satisfaction. Initial results from the first of two studies are presented to show the practical application of the XE tool. In the taxation environment, we use the process of starting a small business in Australia as a test case. Both the XE measurement model and the associated citizen-client design are evaluated. The results have significance for all areas that require an objective measure of the impact of design on clients. Experience Effectiveness will also provide objective measures for project governance and performance evaluation. The research demonstrates how successful design outcomes can be a pragmatic alternative to enforcement as the principal approach to deterrence as compliance management. [ABSTRACT FROM AUTHOR]

Design thinking is actively promoted in the military to accelerate innovation. However, governments do not provide adequate funding or prioritise design methods in defence innovation programs. Our study audits global defence innovation programs, the strategic direction for innovation labs, funding and the role of design. The purpose of this paper is to explore the extent and effectiveness of design methods used in defence innovation labs. We also examine the structure, methods and outcomes of three lab case studies within the global defence context. Results reveal a disproportionate focus on science and technology in innovation labs. Few organisations incorporate design methods, seen as critical to successful innovation, in their R&D programs. Where design is encouraged in military organisations, it is primarily directed at bottom-up innovation programs. In contrast, government and defence heavily support science and technology innovation programs as part of organisational strategy, with funding as well as sponsorship from senior officers. Therefore, government and military organisations have systematically constrained the potential to accelerate innovation using novel strategies such as design. We discuss the unrealised opportunity for use of design in defence as well as the potential model for increasing cross discipline collaboration and disruptive innovation. [ABSTRACT FROM AUTHOR]

Establishing a design and innovation (D&I) capability within a public sector organisation takes serious commitment and sponsorship from senior management. The leadership must commit to structural, political and cultural changes for the capability to succeed. When effective, design and innovation may cause disruption in current operational practices; become a catalyst for change; and challenge the powerful status quo. Such purposeful disruption can lead to significant progress and advancement for the organisation. However, these capabilities can often flounder due to insufficient preparation and lack of genuine dedication and endurance to overcome the obstacles that are inevitably encountered. This paper proposes a measurement model to evaluate the organisational readiness for D&I in public sector organisations. It is tested using the department of Innovation, Science and Economic Development (ISED) in Canada. The final score of 61.38% as the organisation's innovation potential shows an organisation wanting to innovate but struggling with the appropriate implementation mechanisms and cultural norms. Through understanding the strength of factors contributing to the incorporation, practice and management of D&I, organisations can increase the probability of success and growth of these capabilities. Practical implications for organisational structures and operating models related to D&I are discussed. [ABSTRACT FROM AUTHOR]