PurposeThe purpose of this paper is to demonstrate how agile project management can foster creativity in project teams.Design/methodology/approachThe study is based on an extensive literature review of agile project management and team creativity and is matching these two to answer the following research questions: (1) how agile project management approach can foster creativity in project teams? and (2) which principles and practices promoted by the most popular agile methodologies enhance creativity in project teams?FindingsFive creativity-conducive spaces in agile project management were identified and integrated into a conceptual framework, namely, a space for generative social interactions, a space for learning, a space for change and adaptation, a space for exploration and a space promoting team members' well-being. In the next step, based on a thorough analysis of seven widespread agile project management methods, a large number of agile principles and practices were mapped into each of the five conceptual spaces.Originality/valueThis study provides new insights into how agile project management can foster creativity in project teams. The conceptual framework developed in this paper might be utilized to enhance creativity in agile teams, it can also serve as a starting point for future research.

Interest in consumer co-creation in the fuzzy front-end of the new product development (NPD) process has increased in recent years. It is generally acknowledged that integrating consumers into collaborative idea generation leverages the potential of social interactions, knowledge sharing and collective creativity, and it may improve the success of NPD. Despite extensive literature on value co-creation, little is known about how creativity can be enhanced and encouraged in this process. Based on a thorough literature review, the author develops an organising framework and six propositions on how creativity can be stimulated at the fuzzy front-end of the innovation process. By exploring the relevant literature, this study extends the understanding of the role that creativity plays in co-creation for NPD and provides some guidelines that may help boost the creative output and interest in co-creation activities during the development stage of an idea.

W niniejszym artykule stawia się pytanie, czy jest możliwe ujęcie zjawiska kreatywności w organizacji jednoczenie z różnych perspektyw teoretycznych, tak aby wzbogacić jego ogląd i zrozumienie? Aby odpowiedzieć na to pytanie, dokonano przeglądu dziesięciu ujęć teoretycznych kreatywności w organizacji. Do analizy dobrano w sposób celowy koncepcje uznane za najbardziej użyteczne poznawczo. Postawiono następnie tezę, że ujęcia te są kompatybilne, komplementarne i addytywne, a symultaniczny ogląd zjawiska przy użyciu wielu perspektyw teoretycznych umożliwi wydobycie jego "stereometrycznej struktury". W oparciu o tę tezę dokonano zespolenia istotnych obserwacji dostarczanych przez każdą z tych perspektyw i zaproponowano wieloperspektywiczny model kreatywności w organizacji, wykorzystując w tym procesie - na gruncie koncepcyjnym arts-informed research - zabieg inspirowany metodami stosowanymi przez kubistów w sztuce.