Envisioning innovation:Does visionary leadership engender team innovative performance through goal alignment?

Visionary leaders paint an image of the future with the intention to persuade others to contribute to the realization of that specific future. In the current study, we test the hypothesis that visionary leadership stimulates team creativity and innovation because visionary leadership promotes goal alignment amongst team members which, in turn, facilitates team creativity and innovation. In an experimental study (N = 50 groups), we found that goal alignment indeed mediated the relationship between visionary leadership and team creativity, but not between visionary leadership and team innovation. In a field study (N = 308 respondents) we found visionary leadership to be related to both team creativity and innovation through goal alignment. Moreover, the field study also showed that communication quality strengthened the relationship between goal alignment and team innovation. We discuss the theoretical and practical implications of visionary leadership in teams where creativity and innovation are desirable team performance outcomes

Making judgements about students making work : lecturers’ assessment practices in art and design.

This research study explores the assessment practices in two higher education art and design departments. The key aim of this research was to explore art and design studio assessment practices as lived by and experienced by art and design lecturers. This work draws on two bodies of pre existing research. Firstly this study adopted innovative methodological approaches that have been employed to good effect to explore assessment in text based subjects (think aloud) and moderation mark agreement (observation). Secondly the study builds on existing research into the assessment of creative practice. By applying thinking aloud methodologies into a creative practice assessment context the authors seek to illuminate the ‘in practice’ rather than espoused assessment approaches adopted. The analysis suggests that lecturers in the study employed three macro conceptions of quality to support the judgement process. These were; the demonstration of significant learning over time, the demonstration of effective studentship and the presentation of meaningful art/design work

Manageable creativity

This article notes a perception in mainstream management theory and practice that creativity has shifted from being disruptive or destructive to 'manageable'. This concept of manageable creativity in business is reflected in a similar rhetoric in cultural policy, especially towards the creative industries. The article argues that the idea of 'manageable creativity' can be traced back to a 'heroic' and a 'structural' model of creativity. It is argued that the 'heroic' model of creativity is being subsumed within a 'structural' model which emphasises the systems and infrastructure around individual creativity rather than focusing on raw talent and pure content. Yet this structured approach carries problems of its own, in particular a tendency to overlook the unpredictability of creative processes, people and products. Ironically, it may be that some confusion in our policies towards creativity is inevitable, reflecting the paradoxes and transitions which characterise the creative process

In direct breach of managerial edicts: A practice approach to creative deviance in professional service firms

Drawing on practice as a meta-theoretical lens, we explore creative deviance (CD): wilful violation of managerial orders by employee(s) to pursue creative ideas. Data for our inquiry comes from in-depth interviews with middle managers and employees in two professional service firms (PSFs). We argue that two distinct organising processes are necessary for the emergence of CD in practice: organising configuration and formalisation of R&D processes. We develop these dimensions to produce a typology of interrelated ideal types of outcomes when employees are explicitly instructed to stop pursuing an idea. We found three salient organising practices (technical concerns for efficiency and metrics, suppression of metistic knowledge and disjointed managerial responses to violations of sanctioned organising procedures), which may operate in combination or serially, to foster CD in practice. We conclude with some key implications for the theory and practice of creativity in PSFs. © 2018 RADMA and John Wiley & Sons Ltd

A dual process account of creative thinking

This article explicates the potential role played by type 1 thinking (automatic, fast) and type 2 thinking (effortful, logical) in creative thinking. The relevance of Evans's (2007) models of conflict of dual processes in thinking is discussed with regards to creative thinking. The role played by type 1 thinking and type 2 thinking during the different stages of creativity (problem finding and conceptualization, incubation, illumination, verification and dissemination) is discussed. It is proposed that although both types of thinking are active in creativity, the extent to which they are active and the nature of their contribution to creativity will vary between stages of the creative process. Directions for future research to test this proposal are outlined; differing methodologies and the investigation of different stages of creative thinking are discussed. © Taylor & Francis Group, LLC

A constructively critical review of change and innovation-related concepts: Towards conceptual and operational clarity

The aim of this paper is to examine and clarify the nomological network of change and innovation (CI)-related constructs. A literature review in this field revealed a number of interrelated constructs that have emerged over the last decades. We examine several such constructs—innovation, creativity, proactive behaviours, job crafting, voice, taking charge, personal initiative, submitting suggestions, and extra-role behaviours. Our conceptual analysis suggests each one of these constructs represents a specific component of CI-related behaviours. However, we also found that on occasion these concepts have been dysfunctionally operationalized with evidence of three dysfunctional effects: (a) construct confusion, (b) construct drift, and (c) construct contamination. Challenges for future research to enhance conceptual and operational clarity are discussed.This paper was supported by the British Academy: [Grant number SG110409] awarded to the first author and by UK Leverhulme Trust: [Grant number IN-2012-095] awarded to the second author

The Role of Creativity in Entrepreneurship

This paper evaluates the contribution of creativity to entrepreneurship theory and practice in terms of building an holistic and transdisciplinary understanding of its impact. Acknowledgement is made of the subjectivist theory of entrepreneurship which embraces randomness, uncertainty and ambiguity but these factors should then be embedded in wider business and social contexts. The analysis is synthesised into a number of themes, from consideration of its definition, its link with personality and cognitive style, creativity as a process and the use of biography in uncovering data on creative entrepreneurial behaviour. Other relevant areas of discussion include creativity’s link with motivation, actualisation and innovation, as well as the interrogation of entrepreneurial artists as owner/managers. These factors are embedded in a critical evaluation of how creativity contributes to successful entrepreneurship practice. Modelling, measuring and testing entrepreneurial creativity are also considered and the paper includes detailed consideration of several models of creativity in entrepreneurship. Recommendations for future theory and practice are also made

The Challenges of Creativity in Software Organizations

Part 1: Creating ValueInternational audienceManaging creativity has proven to be one of the most important drivers in software development and use. The continuous changing market environment drives companies like Google, SAS Institute and LEGO to focus on creativity as an increasing necessity when competing through sustained innovations. However, creativity in the information systems (IS) environment is a challenge for most organizations that is primarily caused by not knowing how to strategize creative processes in relation to IS strategies, thus, causing companies to act ad hoc in their creative endeavors. In this paper, we address the organizational challenges of creativity in software organizations. Grounded in a previous literature review and a rigorous selection process, we identify and present a model of seven important factors for creativity in software organizations. From these factors, we identify 21 challenges that software organizations experience when embarking on creative endeavors and transfer them into a comprehensive framework. Using an interpretive research study, we further study the framework by analyzing how the challenges are integrated in 27 software organizations. Practitioners can use this study to gain a deeper understanding of creativity in their own business while researchers can use the framework to gain insight while conducting interpretive field studies of managing creativity