Opinions: All about Creativity and Innovation

Moeran, Brian; Pratt, Andy C.; Eikhof, Doris Ruth; Sawyer, R. Keith; Austin, Robert D.; Johnson, Peter; Straw, Martyn; Wikström, Patrik; Ren, Jie; Lau, Filip; Brok-Kristensen, Mikkel

doi:10.22439/jba.v4i2.4893

Cited by 9 publications

(2 citation statements)

References 62 publications

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“…As creativity provides for innovation, it is essential for both apparel designers and the marketplace (Malem 2008). Moeran (2015) views creativity and innovation as collaborative engagements and this view may be the most appropriate for informal CMMEs. He states that creativity and innovation occur between agents (customers), institutions (informal CMMEs), materials, tools and technologies, together with their associated ideals and budgets.…”

Section: The Role Of Innovation In the Informal Cmmementioning

confidence: 99%

Blockchain Technology Innovation: An Investigation of the Accounting and Auditing Use-Cases

2021

Proceedings of the European Conference on Innovation and Entrepreneurship 2021

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Section: The Role Of Innovation In the Informal Cmmementioning

confidence: 99%

Blockchain Technology Innovation: An Investigation of the Accounting and Auditing Use-Cases

2021

Proceedings of the European Conference on Innovation and Entrepreneurship 2021

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“…In addition, creativity is embedded in dynamic interactional relationships between people and their cultural and material realities (Poutanen, 2016), and it needs time to arise (Uusikylä, 2012). Creativity can also be understood as divergent thinking -devising alternative solutions to problems -that produces novel and useful outputs and demands discipline, skill, hard work, and patience (Moeran, 2015;Penttilä & Hakala, 2016).…”

Section: Creativity and Collective Creativitymentioning

confidence: 99%

Typology on Leadership toward Creativity in Virtual Work

Humala

2017

IJIKM

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Aim/Purpose: This study aims to develop a descriptive typology to better identify leadership toward creativity in virtual work in different types of companies. Background: The study empirically explores how leadership toward creativity occurs in virtual work and uses the theoretical lenses of creativity-conducive leadership and heterarchy to generate a typology. Methodology : A multiple qualitative case study design, interpretivist approach, and abductive analysis are applied. Data is collected by interviewing 21 leaders and employees face-to-face in four companies in the ICT sector and one business advisor company. Contribution: The empirical evidence of this study enriches the understanding of leadership toward creativity in virtual work and contributes to the limited empirical knowledge on leadership that stimulates a virtual workforce to achieve creativity. Findings: The four different types of companies in the typology utilize various transitions toward leadership creativity in virtual work. The trend in leadership in the existing virtually networked business environment is toward the “collective mind” company, which is characterized by shared values, meaningful work, collective intelligence, conscious reflection, transparency, coaching, empowering leadership by example, effective multichannel interaction, and assertiveness. The findings empirically support applying a heterarchy perspective to lead a virtual workforce toward creativity and promote leaders who are genuinely interested in people, their development, collaboration, and technology. Recommendations for Practitioners: The typology helps professionals realize the need to develop leadership, communication, interaction, learning, and growth to foster creative interaction and improve productivity and competitiveness. Recommendation for Researchers: This study enables researchers to more rigorously and creatively conceptualize the conditions and relationships in leadership that facilitate creativity in virtual work. Impact on Society : The findings highlight humanistic values for developing leadership. The study strengthens the view that collective creativity in virtual work cannot emerge without virtual and physical interaction in appropriate spaces and caring for each other. Future Research: Future studies may focus on other fields, industries, networks, roles of materialities, and employees in fostering creativity and on theory development. Longitudinal studies are advisable.

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Integrated agricultural landscape management: Case study on inclusive innovation processes, monitoring and evaluation in the Mbeya Region, Tanzania

et al. 2017

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Integrated landscape management is a process for achieving multiple objectives related to agricultural production, ecosystem conservation, and sustainable natural resource management. These multiple livelihood functions are important features of an agricultural landscape in Mbeya, Tanzania. Due to environmental damage caused by agricultural expansion and charcoal burning, a process called integrated agricultural landscape management (IALM) was implemented to address this problem. This encompassed the identification and involvement of a range of key landscape actors and processes like awareness creation and joint problem analysis, solution framing, learning, planning and implementation of actions, and monitoring and evaluation. A multistakeholder innovation platform was formed for creating a coordination mechanism, common understanding, vision and goals, and networking. Fifty IALM ideas were identified and six selected by the stakeholders. Outcomes of using the IALM process included policy recommendations, joint learning, and innovative actions and were codeveloped, implemented, monitored, and evaluated with the local communities.

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Opinions: All about Creativity and Innovation

Cited by 9 publications

References 62 publications

Blockchain Technology Innovation: An Investigation of the Accounting and Auditing Use-Cases

Blockchain Technology Innovation: An Investigation of the Accounting and Auditing Use-Cases

Typology on Leadership toward Creativity in Virtual Work

Integrated agricultural landscape management: Case study on inclusive innovation processes, monitoring and evaluation in the Mbeya Region, Tanzania

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