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Although there is an ever increasing demand for new technology and
innovations in the economy and society in general, we currently
know little about the conditions for stimulating creativity in
relation to research and innovative activity. This book fills a
significant gap in the literature by examining the environmental
factors that encourage creative working processes for research and
innovation. Uniquely, the book investigates creative environments
rather than creative individuals which has been the traditional
focus of most previous research. The authors first explain what a
Creative Knowledge Environment (CKE) is and then examine the
phenomenon in a number of case studies at the micro, meso and
macro-levels. By analysing the conditions and mechanisms conducive
to creativity in both private and public institutions, they are
able to identify the work environments which appear to best
stimulate the creation of knowledge. They combine and integrate the
previously rather disparate literature on creativity and
innovation, and summarise what we know about creativity on the
basis of current research in a range of disciplines. They also link
their findings to contemporary debates about the knowledge society,
the knowledge economy and knowledge management, and address
relevant issues in science and technology policy relating to
knowledge production and exploitation. The concluding chapter
summarises what we now know about CKEs and how best to stimulate
them, including a discussion of the policy implications and an
agenda for future research. Academics and researchers in the fields
of science and technology policy, innovation management and
business will welcome this original and insightful book. It will
also be a useful reference for policymakers involved in knowledge
management, and practitioners in R&D departments, universities
and knowledge-intensive business sectors.
The rapid pace of technological change and globalization of
products, competition and services have conspired to place a new
premium on innovation for firms across the world. Although many
variables influence creativity and innovation, the effective
leadership of creative teams has proved especially important. This
timely Handbook presents the state of the art for what leaders must
do to lead creative teams and how they should do it. Handbook of
Research on Leadership and Creativity is divided into three major
sections. The first section on leadership functions identifies key
activities that must be executed by leaders if creative efforts are
to prove successful. The next section explains creative leadership
using available theoretical models, examining the effects of leader
behaviors on follower creativity. The final section investigates
specific domains where organizations seek creativity. It covers the
creative domains of research and development as well as military
and academia, which have not traditionally been viewed as domains
where creative leadership is critical. This comprehensive Handbook
makes a significant contribution to the literature on creativity
and innovation and will be welcomed as an accessible yet
authoritative text by students, teachers and researchers alike.
Contributors: S. Acar, R. Bathurst, L. Bennich-Bjoerkman, A.
Carmeli, S. Connelly, D. De Paoli, D.C. Derrick, T.L. Friedrich, S.
Hemlin, C. Higgs, S.T. Hunter, S.G. Isaksen, K.S. Jaussi, B.S.
Jayne, R.K. Kazanjian, J. Kratzer, G.S. Ligon, J.B. Lovelace, M.
Mance, S.E. Markham, T. McIntosh, I. Michelfelder, T.J. Mulhearn,
B.H. Neely, C.L.K. Olsson, G. Puccio, R. Reiter-Palmon, A. Ropo, K.
Rosing, R.P. Royston, J.B. Schmidt, L.M. Steele, J.P. Stephens,
E.M. Todd, D. van Knippenberg, L.L. Watts, J. Witt Smith, S.
Zaccaro, M. Zhong
The rapid pace of technological change and globalization of
products, competition and services have conspired to place a new
premium on innovation for firms across the world. Although many
variables influence creativity and innovation, the effective
leadership of creative teams has proved especially important. This
timely Handbook presents the state of the art for what leaders must
do to lead creative teams and how they should do it. Handbook of
Research on Leadership and Creativity is divided into three major
sections. The first section on leadership functions identifies key
activities that must be executed by leaders if creative efforts are
to prove successful. The next section explains creative leadership
using available theoretical models, examining the effects of leader
behaviors on follower creativity. The final section investigates
specific domains where organizations seek creativity. It covers the
creative domains of research and development as well as military
and academia, which have not traditionally been viewed as domains
where creative leadership is critical. This comprehensive Handbook
makes a significant contribution to the literature on creativity
and innovation and will be welcomed as an accessible yet
authoritative text by students, teachers and researchers alike.
Contributors: S. Acar, R. Bathurst, L. Bennich-Bjoerkman, A.
Carmeli, S. Connelly, D. De Paoli, D.C. Derrick, T.L. Friedrich, S.
Hemlin, C. Higgs, S.T. Hunter, S.G. Isaksen, K.S. Jaussi, B.S.
Jayne, R.K. Kazanjian, J. Kratzer, G.S. Ligon, J.B. Lovelace, M.
Mance, S.E. Markham, T. McIntosh, I. Michelfelder, T.J. Mulhearn,
B.H. Neely, C.L.K. Olsson, G. Puccio, R. Reiter-Palmon, A. Ropo, K.
Rosing, R.P. Royston, J.B. Schmidt, L.M. Steele, J.P. Stephens,
E.M. Todd, D. van Knippenberg, L.L. Watts, J. Witt Smith, S.
Zaccaro, M. Zhong
Leadership is vital to creativity and successful innovation in
groups and organizations; leadership is however seldom studied in
the academic literature as a creativity driver. One reason for the
lack of attention paid to leadership's effect on creativity may be
the common belief that creativity cannot and should not be managed.
Creative individuals and groups are regarded as, and indeed often
are, autonomous and self-driving. From this belief the erroneous
conclusion is drawn that there is no need for leadership in
creative environments and situations. The better conclusion,
proposed by this book, is that leadership not only stimulates
creativity, but that such a leadership in the science, technology,
and innovation fields should specifically possess at least two
features: a) expertise in the field(s), and b) an ability to
create, support, and encourage individuals, groups, and creative
knowledge environments. A number of specialist authors in this
volume offer original theoretical, empirical, and applied chapters
that elucidate how to better organize and lead creative efforts in
science, technology, and innovation. A number of important research
questions are raised and answered, including: What kinds of
leaderships are needed at different levels of S&T organizations
for a creative output? What social and cognitive abilities and
skills are needed for leadership in creative environments? How does
leadership vary with different phases of the creative process? This
book offers concrete analysis of how leaders and managers can
facilitate, promote, and organize for creative performance in
science, technology, and in innovating organizations, making it
required reading for academic and industrial research leaders,
scientists, and engineers.
Leadership is vital to creativity and successful innovation in
groups and organizations; leadership is however seldom studied in
the academic literature as a creativity driver. One reason for the
lack of attention paid to leadership's effect on creativity may be
the common belief that creativity cannot and should not be managed.
Creative individuals and groups are regarded as, and indeed often
are, autonomous and self-driving. From this belief the erroneous
conclusion is drawn that there is no need for leadership in
creative environments and situations. The better conclusion,
proposed by this book, is that leadership not only stimulates
creativity, but that such a leadership in the science, technology,
and innovation fields should specifically possess at least two
features: a) expertise in the field(s), and b) an ability to
create, support, and encourage individuals, groups, and creative
knowledge environments. A number of specialist authors in this
volume offer original theoretical, empirical, and applied chapters
that elucidate how to better organize and lead creative efforts in
science, technology, and innovation. A number of important research
questions are raised and answered, including: What kinds of
leaderships are needed at different levels of S&T organizations
for a creative output? What social and cognitive abilities and
skills are needed for leadership in creative environments? How does
leadership vary with different phases of the creative process? This
book offers concrete analysis of how leaders and managers can
facilitate, promote, and organize for creative performance in
science, technology, and in innovating organizations, making it
required reading for academic and industrial research leaders,
scientists, and engineers.
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