Crafting better team climate: the benefits of using creative methods during team initiation

This study employs a mixed methods approach to investigate the effect of creative methods, the combinative use of model building and storytelling, during team initiation on team climate, a critical people-related factor in the management of collective innovation work. Qualitative analysis provides empirical evidence that creative methods benefit team initiation by raising participative confidence, engagement with the social environment as well as the team activities, friendly competition among team members, and by reducing fear of failure and habitual thinking. We also find support that the use of creative methods initiates and supports the development of positive team climate over the span of a team’s life. A quantitative comparison with two control groups using the 14-item team climate inventory (TCI) 13 weeks after the team initiation indicates that the test group has significantly higher values in all dimensions of the TCI than the two control groups. Overall, this examination informs the work of innovation managers and scholars with vital insights about the effectiveness of using creative methods during team initiation

Conceptual Model for Developing Creativity in Batik Industry

The purpose of this research is to develop a conceptual model of creativity in batik industry. This model was developed by conducting a study from previous research that discuss important factors for the development of creativity. This conceptual model was built based on four variable, namely creative person, intrinsic motivation, job skills training, and creative organizational climate. Creative person will stimulate the creativity development in batik industry. A creative person are more able to improve their creativity if they have intrinsic motivation, given some training that related with the job skills they needed, and supported by organization that have positive climate (climate in organization that respects creativity, provide opportunities, time, facilities, infrastructure and incentives to employees to think about, designing, researching and developing new products that better and more innovative). For the further research, this study can be continued by testing the model empirically through distributing the questionnaire to some participant of SMEs and processing data from the results of questionnaire distribution using the data processing software like SPSS, LISRELL, etc

Drivers of organizational creativity

A path model of organizational creativity was presented; it conceptualized the influences of information sharing, learning culture, motivation, and networking on creative climate. A structural equation model was fitted to data from the pharmaceutical industry to test the proposed model. The model accounted for 86% of the variance in the creative climate dependent variable. Information sharing had a positive effect on learning culture, which in turn had a positive effect on creative climate, while there were negative direct effects of information sharing on creative climate and on intrinsic motivation. This study suggests that information sharing and intrinsic motivation are important drivers for organizational creativity in a complex R&D environment in the pharmaceutical industry. Implications of the model are discussed

Research, Creative Works, and Commercialization at UAA FY15 through FY16 YTD.

The UAA Research and Commercialization trend is upward. UAA is experiencing significant growth in research, creative works, and commercialization. We are pursuing a strategic approach to fostering, supporting, and expanding faculty and student research efforts and commercialization by creating a climate of innovation and collaboration

Beyond Green: The Arts as a Catalyst for Sustainability

The creative sector has played a significant role in efforts to raise awareness of the impacts of climate change and encourage sustainable social, economic, and environmental practices worldwide. Many artists and cultural organizations have embarked on remarkable projects that make us reflect on our behaviors, our carbon footprints, and the claims of infinite growth based on finite resources. Sometimes treading a fine line between arts and advocacy, they have sparked extraordinary collaborations that reveal new ways of living together on a shared planet. The 'art of the possible' will become even more relevant as 2016 dawns - bringing the challenge of how to implement the Sustainable Development Goals and the Climate Change Agreement adopted at the end of 2015. Yet with negotiations overshadowed by scientific controversy, political polemic and geographic polarization, individuals can easily lose faith in their own ability to shape change beyond the hyperlocal level. Against this challenging backdrop, could the arts and creative practice become a particle accelerator - to shift mindsets, embrace new ways of sharing space and resources, and catalyze more creative leadership in the public and private spheres? The goal of this Salzburg Global Seminar session was to build on path-breaking cultural initiatives to advance international and cross-sectoral links between existing arts and sustainability activities around the world, encourage bolder awareness-raising efforts, and recommend strategic approaches for making innovative grassroots to scale for greater, longer-term impact

Conceptual Model to Enhance Creativity of the Batik Industry

Creative industry are defined as industry derived from the use utilization of creativity, skills and individual talents of individual to create wealth and generate employment by producing and exploiting individual creativity. Creative industry’s contribution to National GDP is equal to 7.8% at 2002-2008. Batik industry is one of the creative industry are included in the crafts sector. The purpose of this research is to develop a conceptual model to enhance creativity batik industry. This conceptual model was built based on four aspect, namely Press, Person, Process, and Product (4P). Press or creative organizational climate will stimulate the development of creative human resources (person) and creative process (process). The interaction between the creative process (process) with the creative human resources will produce a creative product(product). Creative products is the real object that can represent creativity

Dialogue-based evaluation as a creative climate indicator

This paper examines how different forms of performance evaluation relate to aspects of the creative climate in a major pharmaceutical company. The study was based on a large employee-attitude survey that was distributed to all company employees. The study analyses survey results from 5,333 employees at five R&D sites. The results indicate that management’s evaluation of employees (either dialogue-based or control-based) relates to the type of motivation (intrinsic or extrinsic) that drives employees, to their style of thinking (value-focused thinking) and on their attitudes to organizational creativity. The paper then discusses implications of these findings for HRM

Urban Amenities or Agglomeration Economies? Locational Behaviour and Entrepreneurial Success of Dutch Fashion Designers

Urban economic growth and industrial clustering is traditionally explained by Marshallian agglomeration economies benefiting co-located firms. The focus on firms rather than people has been challenged by Florida arguing that urban amenities and a tolerant climate attract creative people, and the firms they work for, to certain cities. We analyse to what extent these two mechanisms affect the locational behaviour of Dutch fashion designers. On the basis of a questionnaire, we find that urban amenities are considered more important than agglomeration economies in entrepreneurs’ location decision. Designers located in the Amsterdam cluster do not profit from agglomeration economies as such, but rather from superior networking opportunities with peers both within and outside the cluster.Agglomeration economies, urban amenities, creative class, fashion design, cultural industries, social networks, cluster

Creative Climate and Learning Organization: Factors Contributing to Innovation within the Private Sector

Studies on innovation have suggested that organizational creative climate tends to play an important role and is a predictor for innovation. However, lately, the presence of a learning culture in organization tends to equally explain a considerable influencing effect on innovation too. This particular study examined the influence of both those variables 011 innovation and to determine which one of the two could be a better predictor for innovation. The results indicated that both learning culture and creative climate have significant contribution of 58.5% to the explanation of the observed variances in the innovation construct. The learning organization culture separately was found to have a significant stronger relationship with innovation (r = .733) than did the creative climate (r = .473) which implied a larger contribution from the learning organization variable towards innovation. Two learning organization dimensions contributed most to the variances in innovation especially the dimensions of 'Embedded Systems' and 'Systems Connection' which have significant high predictive powers on innovation (Beta = .397, p =.000; Beta = .313, p = .000 respectively) occurring within the sampled organizations as compared to the ten creative climate factors and the rest of the five learning organization dimensions. The study also found that both the creative climate and learning organization factors jointly contributed higher with significance (p = .000) at 67.6% to the explanation of the observed variances in innovation for the MNCs (R2 = .676, F = 14.427) than for the local organizations at 60.2% (R2 = .602, F = 7.476). This study involved a sample of eighteen private organizations across vanous core businesses, manufacturing, finance and insurance, consulting, property developing, engineering, telecommunication, and education services, either local organizations or MNCs within the Federal territory of Kuala Lumpur. The size of the respondents is 259. In addition, the findings showed that there were no significant differences in the mean scores (p > .05) among the three organizational job levels namely the top management, middle management and staff, in the members' perceptions on innovation, creative climate and learning culture. The study also found no significant differences in the mean scores (p > .05) among the small, medium, large and very large organizational population sizes in the members' perceptions on innovation, creative climate and learning culture

When Teachers Reclaim Learning

This account describes and analyses some of the processes which are important for teachers to maintain a creative role in promoting learning while in a climate of managerialism and performativity. It does so from the stance of someone who works with teachers and schools on a minority interest in current times - learning. Processes needed to combat some of the mechanical official discourses, and the disempowerment and demoralisation of teachers are outlined, as well as those which challenge the silence on learning. It amounts to a story of teachers reclaiming agency