Creative organizations: when management fosters creative work

Bérubé, Julie; Demers, Christiane

doi:10.1080/17510694.2019.1621619

Cited by 20 publications

(5 citation statements)

References 43 publications

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“…Although issues related to the creativity of managers have been the subject of scientific research for years (Szostak and Sułkowki, 2020;Granot, 2011;Saukh and Vikarchuk, 2021;Higgs and Hender, 2004;Shoghi and Kian, 2022;Bérubé and Demers, 2019;Sousa et al, 2019;Du et al, 2021;Sokół et al, 2022;Sokół and Figurska, 2021;Sus et al, 2021), to this day, there is no single universally accepted definition of a creative manager.…”

Section: Creative Manager In the Organizationmentioning

confidence: 99%

The Impact of Selected Components of the Manager-Employee Relations on the Performance of Creative Tasks in the Organization

Figurska,

Sokol

2023

ERSJ

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Purpose:The article deals with the issues of the influence of the relationship between the manager and employees on their creative activities. The scientific aim of the article is to explain and extend the conceptualization in terms of indicating which selected components of the manager-employee relationship (trust in managers, cooperation and communication with managers and learning from them) determine the work of creative employees. Design/Methodology/Approach: The theoretical part of the article formed the basis for the formulation of the research hypothesis: There is a relationship between selected components of the manager's relations with employees and their performance of creative tasks. To verify such a hypothesis, the results of survey study conducted among employees working in creative organizations in the West Pomeranian voivodeship, Poland, were used. Findings: The results of the research show that significant relationships between the selected components of relations with managers and creative tasks were obtained for three out of four components. This means that building manager-employee relations based on cooperation, open communication and mutual learning is conducive to performing creative tasks. Practical Implications: Theoretical consideration and the obtained research results are of particular importance for shaping the right attitudes of managers in the field of selected aspects of relations with employees performing creative tasks in organizations. The results of the research allowed to identify those elements of relations, the improvement of which could affect more effective undertaking of creative tasks in the organization. Originality/value: The article was prepared on the basis of own research conducted in organizations where creative activities are undertaken. The obtained research results showed which components of the manager-employee relationship are conducive to undertaking creative tasks. This will allow organizations to focus on these components in order to achieve better results in the form of more innovations.

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Section: Creative Manager In the Organizationmentioning

confidence: 99%

The Impact of Selected Components of the Manager-Employee Relations on the Performance of Creative Tasks in the Organization

Figurska,

Sokol

2023

ERSJ

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“…Several studies have interpreted the design of formal structures, routines, and management control systems as compromises that enable organizations to continue and adapt in the presence of plural action and evaluation logics (Banoun, Dufour and Andiappan, 2016;Bérubé and Demers, 2019;Bobadilla and Gilbert, 2017;Bouillé and Cornée, 2017;Cloutier and Langley, 2017;Cortese and Andrew, 2020;Dahan, 2015;Kozica and Brandl, 2015;Marchal, 1992;Mesny and Mailhot, 2007;Rousselière and Vézina, 2009). A more radical view is that organizations can be designed not only to manage to variety, but to actively promote it: in fluid, unsettled contexts, the capacity to keep multiple logics in play through devices such as accounting, and to generate them through arrangements such as "heterarchical" organizations, is at a premium (van Bommel, 2014;Georgiou, 2018;Girard and Stark, 2003).…”

Section: Agreementsmentioning

confidence: 99%

Moral responses to uncertainty: The economies of worth towards a reconceptualization of decision making and management

Grattarola¹

2021

Preprint

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The sizeable literature that deploys Boltanski and Thévenot’s (1991, 2006) “economies of worth” model of moral cognition to study organization and management under conditions of uncertainty and value pluralism is connoted by a striking variety of interests, terminology, and theorizing approaches. This review argues for the literature’s emerging cumulative cohesiveness and for its value as a source of concepts and problems for researchers exploring organizational behavior, organizational complexity, knowledge and innovation, organizational justice, and leadership. By mapping the literature onto the elements of the source model, the review induces several constructs that – though requiring integration and development – outline a distinctive conception of organization: the collective exercise of moral sense is necessarily coterminous with decision and policy making; information and formal structures and practices arise out of it, as opposed to forming its context; the core concern of management is the functionality of the socio-material networks in which it unfolds. After defining several integrative and developmental research questions and locating the roots of the literature’s variety in the specificities of the economies of worth’s interdisciplinary translation, the review concludes by proposing a research approach based on four epistemological and methodological shifts that retains the model’s core assumptions but moves beyond its special conceptual confines and uses more general tools.

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“…Le cadre théorique proposé dans De la justification de Boltanski et Thévenot (1991 permet de rendre compte de situations de discordance en mettant l'accent sur les différents systèmes de valeurs en cause ainsi que les figures de compromis possibles entre ces systèmes. Ce cadre est mobilisé par des auteurs afin de comprendre la gestion de controverses et les formes de légitimation (Gond et al, 2016;Nyberg et Wright, 2013;Patriotta, Gond, et Schultz, 2011) ou la formation de compromis lors de situations conflictuelles entre différentes entités (Cloutier et Langley, 2017;Reinecke, 2010) ou entre les membres d'une même entité ou organisation (Bérubé et Demers, 2019;Daigle et Rouleau, 2010;Oldenhof, Postma, et Putters, 2013). Dans le cas de la mémoire collective dans les industries culturelles, nous nous référons aux formes de légitimation lors de la sélection des artistes ou oeuvres ou types d'oeuvres, etc.…”

Section: De La Justification : Les éConomies De La Grandeurunclassified

Mémoire collective dans les industries culturelles

Bérubé¹

2020

CLG-CGL

Self Cite

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The cultural industries participate in building collective memory because, in many cases, public decision-makers have chosen to elevate individual memories to the rank of collective memory. Cultural industries are faced with systemic discrimination (Eikhof and Warhurst, 2013), which suggests the collective memory of these industries face the same challenges. In this theoretical article, we propose a framework based on Boltanski andThévenot’s (1991, 2006) theory of justification in order to make collective memory in cultural industries more inclusive. First, we conceptualize collective memory as a compromise between the domestic and civic worlds of Boltanski and Thévenot (1991, 2006). Then, the artists and their individual memories are presented using the world of inspiration. Finally, we propose using the world of projects to make the collective memory of cultural industries more inclusive. We, therefore, propose greater openness and democratization of collective memory in the cultural industries due to the world of projects.

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Creative organizations: when management fosters creative work

Cited by 20 publications

References 43 publications

The Impact of Selected Components of the Manager-Employee Relations on the Performance of Creative Tasks in the Organization

The Impact of Selected Components of the Manager-Employee Relations on the Performance of Creative Tasks in the Organization

Moral responses to uncertainty: The economies of worth towards a reconceptualization of decision making and management

Mémoire collective dans les industries culturelles

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