| Autore |
Parmentier Guy
|
| Edizione | [1st ed.] |
| Pubbl/distr/stampa |
Newark : , : John Wiley & Sons, Incorporated, , 2024
|
| Descrizione fisica |
1 online resource (252 pages)
|
| Soggetto topico |
Creative ability in business
Agile project management
|
| ISBN |
1-394-28428-4
1-394-28426-8
|
| Formato |
Materiale a stampa  |
| Livello bibliografico |
Monografia |
| Lingua di pubblicazione |
eng
|
| Nota di contenuto |
Cover -- Title Page -- Copyright Page -- Contents -- Foreword -- Author Biographies -- Introduction -- Chapter 1. The Foundations of Organizational Creative Capabilities -- 1.1. Organizational capabilities -- 1.1.1. The different organizational capabilities -- 1.1.2. Approaches for studying organizational capability -- 1.2. Organizational factors of creative capabilities -- 1.2.1. Factors related to the structure of an organization -- 1.2.2. Factors related to an organization's resources -- 1.2.3. Factors related to an organization's vision -- 1.2.4. Factors related to management methods -- 1.3. Organizational routines of creative capabilities -- 1.4. References -- Chapter 2. Building Openness to Develop Organizational Creative Capability -- 2.1. Open innovation as the beginning of openness -- 2.2. The modalities of openness -- 2.2.1. Boundaries management -- 2.2.2. Managing the governance of openness -- 2.2.3. Knowledge absorption management -- 2.3. The main openness devices that promote creativity -- 2.4. Conclusion -- 2.5. References -- Chapter 3. Methods, Tools and Spaces for Revealing Employee Creativity -- 3.1. Cognitively equipping for creativity: training and methods -- 3.1.1. The C-K theory and the DKCP method -- 3.1.2. Creative problem solving (CPS) -- 3.1.3. Design thinking or empathy at the service of creation -- 3.1.4. Cognitively equipping: issues and limits to be taken into account -- 3.2. Establishing and developing fertile spaces for creativity -- 3.2.1. The advent of virtual spaces? -- 3.3. The role of physical tools and equipment -- 3.4. Discussion and conclusion -- 3.5. References -- Chapter 4. Creative Slack Enabling Ideas to Emerge, to be Stored and Transform -- 4.1. The origins of the slack concept -- 4.2. Creative slack as a pool of ideas -- 4.2.1. The creative slack as a formal idea pool.
4.2.2. Creative slack as the informal idea pool -- 4.3. Creative slack as room to maneuver -- 4.3.1. The room for time for creativity -- 4.3.2. The room for material and financial resources for creativity -- 4.3.3. The room for interpretation in processes and routines -- 4.4. The different components of creative slack: implications and limitations -- 4.5. References -- Chapter 5. Agile Methods and Organizational Creativity -- 5.1. The use of agile methods in the video game industry -- 5.2. The influence of agile methods on the creativity of the video games produced -- 5.3. The central role of organizational creative capability -- 5.3.1. The influence of agile methods on organizational creative capability -- 5.3.2. The influence of organizational creative capability on the creativity of the video games produced -- 5.4. An empirical study -- 5.4.1. Test of the influence of agile methods on the creativity of the video games produced -- 5.4.2. Empirical test of the proposed causal chain -- 5.5. Discussion -- 5.6. References -- Chapter 6. Idea Management and Idea Socialization in Organizations -- 6.1. The path of ideas -- 6.1.1. Idea generation -- 6.1.2. Idea development -- 6.1.3. Idea promotion -- 6.1.4. Idea deployment -- 6.2. The challenges of the idea path -- 6.2.1. How can idea generation be intensified? The challenge of idea incubation -- 6.2.2. How can ideas be enriched? The stocking issue -- 6.2.3. How can the idea be enriched? The challenge of its socialization -- 6.2.4. How to select the best idea -- 6.2.5. What impact does the transporter of the idea and the form of the presentation have on selection? -- 6.3. Global idea management -- 6.3.1. Informal idea management -- 6.3.2. Formal idea management -- 6.3.3. Synthesis -- 6.4. Conclusion -- 6.5. References -- Chapter 7. Measuring Organizational Creative Capabilities -- 7.1. Theoretical framework.
7.1.1. Dimensions of OCC -- 7.1.2. The consequence of OCC -- 7.1.3. The control variables -- 7.2. Methodology and procedure for generating items -- 7.2.1. The procedure for generating items -- 7.3. Results and discussion -- 7.3.1. Interview results: qualitative exploration -- 7.3.2. Expert feedback: quantitative exploration -- 7.3.3. Initial scale -- 7.4. Conclusion -- 7.5. Appendix: scale items -- 7.5.1. Socialization of ideas -- 7.5.2. Creating room to maneuver -- 7.5.3. Creative equipment -- 7.5.4. Idea management -- 7.5.5. External openness -- 7.5.6. Organizational agility -- 7.6. References -- Chapter 8. The Creative Performance of Organizations -- 8.1. Proposal of a general framework for creative performance -- 8.1.1. Creative performance: definitions and issues -- 8.1.2. Performance and management of organizational creativity -- 8.2. Measuring performance creativity -- 8.2.1. The creativity ladder -- 8.2.2. Proposal of creative performance indicators: creative KPIs -- 8.3. Conclusion -- 8.4. References -- Conclusion -- List of Authors -- Index -- EULA.
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| Record Nr. | UNINA-9910876856703321 |
Info
Best Practice Guideline for Statistical Analyses of Fatigue Results / / by Guy Parmentier, Michel Huther, Isabel Huther, Fabien Lefebvre
