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Handbook of Organizational Creativity
 
 

Handbook of Organizational Creativity, 1st Edition

 
Handbook of Organizational Creativity, 1st Edition,Michael D. Mumford,ISBN9780123747143
 
 
 

M Mumford   

Academic Press

9780123747143

9780080879109

768

235 X 191

Offers a unique and integrated overview of individual, group and organizational influences, with an outlook toward practical interventions

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Key Features

  • Information is presented in a manner such that students, researchers, and managers alike should have much to gain from the present handbook
  • Variables such as idea generation, affect, personality, expertise, teams, leadership, and planning, among many others, are discussed
  • Specific practical interventions are discussed that involve training, development, rewards, and organizational development
  • Provides a summary of the field’s history, the current state of the field, as well as viable directions for future research

Description

Handbook of Organizational Creativity is designed to explain creativity and innovation in organizations. This handbook contains 28 chapters dedicated to particularly complex phenomena, all written by leading experts in the field of organizational creativity. The format of the book follows the multi-level structure of creativity in organizations where creativity takes place at the individual level, the group level, and the organizational level. Beyond just theoretical frameworks, applications and interventions are also emphasized. This topic will be of particular interest to managers of creative personnel, and managers that see the potential benefit of creativity to their organizations.

Readership

Management scholars, psychologists, and sociologists conducting research on creativity and innovation in organizations as well as consultants to industry concerned with enhancing organizational innovation. Educational psychologists with an interest in creativity will be interested in this book from an academic perspective. Researchers and students in personality, social psychology, cognitive psychology, and management.

Michael D. Mumford

Affiliations and Expertise

Department of Psychology, The University of Oklahoma, Norman, OK

Handbook of Organizational Creativity, 1st Edition

About the Authors

Editor Biosketch

Contributor Biosketches

Part A: Introduction

Chapter 1. Creativity in Organizations: Importance and Approaches

Creativity and Innovation

Content

Conclusions

References

Chapter 2. Organizations and Creativity: Trends in Research, Status of Education and Practice, Agenda for the Future

Where We Have Been and Where to from Here: A Summary and Theory of the Science of Creativity

Categories of Organizational Creativity Science

Comparison of European and US Approaches to Organizational Creativity

Applied Organizational Creativity

Creativity and Education

Conclusions

References

Chapter 3. Methods in Creativity Research: Multiple Approaches, Multiple Levels

Creative Work

Methods

Conclusions

References

Chapter 4. Fields, Domains, and Individuals

Systems Perspective

Two Illustrations

Conclusions

References

Chapter 5. Creativity in Organizations: Facilitators and Inhibitors

Conceptual Background

Personal Characteristics Associated with Creativity

The Work Environment for Creativity

Concluding Remarks

References

Part B: Individual Level Influences

Chapter 6. Creative Abilities: Divergent Thinking

Early Theories of Divergent Thinking

Divergent Thinking Tests

Influences on Ideation

Personality and Attitudes

Improving Ideational Skills

Evaluation of Ideas

Interpersonal Evaluation

Assessing Convergent and Evaluative Abilities

Divergent Thinking Applied to Organizations

Conclusions

References

Chapter 7. The Expert Performance Approach and Deliberate Practice: Some Potential Implications for Studying Creative Performance in Organizations

Outline of Chapter

Professional Expertise and Expert-Performance Approach

Applying the Expert-Performance Approach to Performance in the Workplace

Concluding Remarks

Author Notes

References

Chapter 8. Problem Solving

Introduction

Problem Solving as Search

Problem Solving as Representation and Restructuring

The Creative Problem Solving Model

Problem Types

Knowledge and Recent Exposure

Summary

Problem Solutions

References

Chapter 9. Idea Generation and Idea Evaluation: Cognitive Skills and Deliberate Practices

Introduction

Idea Generation and Idea Evaluation: Definitions and Roles within the Creative Process

Idea Generation Skills as Seen Through the Lens of Different Theoretical Families

Effective Idea Evaluation

Conclusion and Future Research

References

Chapter 10. The Emotive Roots of Creativity: Basic and Applied Issues on Affect and Motivation

Introduction

Dual Pathway to Creativity Model

Affect, Mood, and Emotions

Motivation Strength and Orientation

Conclusions and Practical Implications

References

Chapter 11. Personality

The Descriptive Trait Approach

The Dynamic Process Approach

The Social-Cognitive and Learning Approach

Towards an Eclectic Approach?

The Creative Personality

The Role of Moods and Emotions in the Creative Personality

The Creative Personality in a Developmental Perspective

The Creative Personality in Organizations

Testing Creativity

References

Chapter 12. Fostering Individual Creativity Through Organizational Context: A Review of Recent Research and Recommendations for Organizational Leaders

Contextual Factors and Individual Creativity

Discussion

Conclusion

References

Part C: Group Level Influences

Chapter 13. Team Creativity and Innovation: The Effect of Group Composition, Social Processes, and Cognition

Team Composition

Social Processes

Cognitive Processes

Conclusion

References

Chapter 14. Collaborative Creativity—Group Creativity and Team Innovation

Group Creativity versus Team Innovation

What are Teams, Groups, Creativity, and Innovation?

Teamwork

Team Characteristics

Factors Influencing Team Creativity

Phases of Team Creativity

Group Stability versus Turnover

Virtual Team Creativity and Innovation

Conclusions and Future Directions

Practical Implications

Acknowledgement

References

Chapter 15. Creativity and Innovation: The Role of Team and Organizational Climate

Introduction

The Importance of Context in Creativity and Innovation Theory

Individual Creativity and Innovation

Team Climate for Creativity and Innovation

New Developments in Team Climate Research: Applying Person–Situation Theories

Organizational Climate for Creativity and Innovation

Implementing Ideas Top–Down: Organizational Climate for Implementation and Innovation-Values Fit

Practical Implications

Suggestions for Future Research

Conclusion

References

Chapter 16. Creativity and the Work Context

Background

Conceptual Framework

Contextual Characteristics

Behavioral Parameters

Relational and Structural Parameters

Conclusions and Future Research Directions

Acknowledgement

References

Chapter 17. Project Management of Innovative Teams

Project Management Concepts

Applying the Psychology of Creativity and Innovation

Conclusion

Acknowledgements

References

Chapter 18. Leadership of Creativity: Entity-Based, Relational, and Complexity Perspectives

Entity-Based Approaches to Creativity

Leadership of Creative People

Entity Based Studies of Group Creativity

Collective Creativity and Leadership

The Role of Leadership

Summary and Discussion

References

Part D: Organizational Level Influences

Chapter 19. Organizational Structure and Innovation Revisited: From Organic To Ambidextrous Structure

Conception of Innovation in Organizations

Innovation Process

Innovation Type

Empirical Studies of Structure and Innovation

Discussion

Implications for Research and Practice

References

Chapter 20. Planning for Innovation: A Process Oriented Perspective

The Case against Planning for Innovation: Why it Can’t Be Done

The Case for Planning: Why it must Be Done

Defining Planning: A Process Perspective

A Process Model of Planning

Key Innovation Activities

Integrating Planning Processes and Innovation Activities

Sub-Plans for Innovation

Integrating Sub-Plans into a Broader Plan for Innovation

Integrating Planning and Ongoing Organizational Activities

Planning Requirements for Organizations: What Successful Plans Need

Shifting Requirements across Sub-Plans

Recommendations for Successful Planning

Conclusions and Future Research

References

Chapter 21. Organizational Learning, Knowledge Management and Creativity

Introduction

Creativity as an Organizational Learning Process

Organizational Creativity and the Knowledge Based View

Strategies for Organizational Creativity

Central Tasks of Knowledge Management

Conclusions and Implications

References

Chapter 22. Organizing for Change, Innovation, and Creativity

Introduction

Bureaucratic Organizing

Adaptive Organizing

Transformative Organizing

References

Part E: Interventions

Chapter 23. Careers of the Creatives: Creating and Managing the Canvas

Introduction

Creative People and Work

Careers of Creative People

HRM Implications of Creatives and Careers

HR Practices

Avenues for Future Research

Creating the Canvas

References

Chapter 24. Can Reward Systems Influence the Creative Individual?

Introduction

The Role of Rewards in Creativity Models

Motivation, Reward Systems, and Creativity

Reward Systems, Intrinsic Factors, and Creative Performance

Entrepreneurship and Creativity

Reward Content

Practical Implications

Future Research

Conclusion

References

Chapter 25. Performance Management: Appraising Performance, Providing Feedback, and Developing for Creativity

Introduction

Performance Management

Performance Appraisal and Feedback: Emerging Issues

Training and Development for Creativity

Conclusions

References

Chapter 26. Organizational Development

Introduction

Open System Organizations

Organizational Effectiveness, Adaptability and Creativity

How has Organizational Development Attempted to Support Creative Efforts and Adaptability?

Organizational Creativity—A Different Approach to Adaptability

The Four Distinct Stages of an Organizational Creativity Process

Climate, Motivation, and Structure

How Organizations Can Become Skilled in Organizational Creativity

Becoming Competent

Setting up the Internal Environment to Encourage Competency

Summary and Future Research

References

Part F: Conclusions

Chapter 27. Creativity in Organizations: Conclusions

The Importance of Creativity to Organizations

The Difficulty of Encouraging and Managing Creativity

General Misconceptions

What the Handbook of Organizational Creativity Provides

Organizational Creativity Research

Individual Level Influences

Group Level Influences

Organization Level Influences

Interventions

Concluding Thoughts

References

Index

 
 
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