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This study aims to examine the spatial distribution and movement patterns of creative talent within the Yangtze River Delta Bay Area (YRDBA) and the factors that contribute to such trends.

The study examines data for the period 2006 to 2018 from the regions that constitute the YRDBA: Shanghai, Jiangsu, Zhejiang and Anhui. Spatial distribution pattern analysis is adopted to interpret the flow tendency both spatially and chronologically and a Lasso regression model is used to investigate variables that influence this tendency.

It is found that creative talents in YRDBA are accumulating steadily in provincial capitals and financially advanced cities. Technology infrastructure, women’s rights, medical care amenities and housing affordability are major determinants of such spatial distribution. The talent spillover effect raises attention in talent saturated areas, while the surrounding regions should prepare to receive and retain the overflow.

Creative talents geography in China and the dynamism of creative talent in YRDBA are rarely discussed. Determinants of creative talents lack systematic pectination, literature that filters multiple determinants of creative talents migration is limited and discussion specific to the Chinese context is scarce. This case can, thus, provide insights into creative talents in developing countries and add to the current literature, bridge the gap of the current understanding of creative talents in YRDBA – the innovation and development center in China and provide a reference for policymakers when making macro decisions.

Reliance on individual talent and motivation renders creative professional service firms (PSFs) highly dependent on their ability to attract and mobilise the right individuals. This paper aims to build an integrated framework showing firstly how creative industry PSFs can differ in their strategy for growth, and secondly how these alternative strategies for growth can influence the firm's approach to organising and the type of talent required.

The findings are based on a series of interviews with managing directors, senior management and practitioners of architectural organisations in a single country, combined with an extensive literature review.

The authors' framework illustrates how the proposed growth strategies for creative PSFs are aligned to alternative professional talent profiles – a product portfolio strategy where the firm structures for efficiency aligned to a managerial talent profile, and an artistic competency strategy where the firm structures for creativity aligned to a technical talent profile.

The usual limitations apply in terms of generalisability of findings from case studies.

The authors' proposed framework represents a novel attempt to help management of creative PSFs to align their growth strategies with human resource practice to achieve the firm's objectives, and provide valuable practical advice to managers on achieving this “fit”.

By linking the firm's strategy and structure to identify the organisation's human resource requirements, the authors provide a novel framework for how creative PSFs can attract and retain the type of talent profile and motivational characteristics best suited to perform consistently and contribute to achieving the firm objectives.

Purpose: This chapter explores the strategic role of human resource development (HRD) as a function of talent management (TM) and discusses how HRD activities can help to facilitate more creative behaviours, in the international hospitality industry.

Approach: We focus on TM and HRD research exploring how these lenses are conceptually positioned given our current knowledge on creativity. We draw on the system-based approach to creativity and reconceptualise the creativity components by levels of flexibility/plasticity and outline how such approaches can help creative practice development.

Findings: We rationalise the existing conceptual approaches to creativity and propose a simplified model considering the developmental aspects of creativity. First, we theorise the TM/HRD strategies, such as training and development via learning, as a mechanism to connect TM/HRD to creativity in the organisational setting. We inform the current literature on whether and how creative processes emerge at work and affect creative flow in the bottom-top and top-bottom directions. Second, we advance the development of creativity theory by reconceptualising the established creativity components by degrees of flexibility/plasticity. Such re-conceptualisation allows for more nuanced examinations of organisational stimuli (i.e. training and development) on developmental conceptions of creativity.

Originality: This is the first piece of work that has investigated the fit between TM/HRD and creativity research. Our conceptual model illustrates that creativity can be promoted and developed at work by incorporating developmental initiatives such as TM/HRD.

Architecture is classified as one of the creative industries worldwide. However, it is plagued with a number of problems that confine its creativity towards developing innovative solutions that fulfil society needs. One of these pressing problems is the lack of creativity due to the non-utilisation of talented architects. The purpose of this paper is to investigate the role of lean talent management (LTM) as a novel approach to increase creativity in architectural design firms (ADFs).

In order to achieve the above-mentioned aim, a mixed qualitative and quantitative methodology is designed to accomplish three objectives. First, reviewing literature to investigate the concepts of creative industries, motivation, demotivation, talent management (TM), talents utilisation (TU), lean thinking (LT) and lean innovation (LI). Second, presenting and analysing five case studies to explore the integration between TM, LT and LI in real-life context to overcome barriers of creativity. Finally, analysing the results of a survey questionnaire conducted with a representative sample of Egyptian ADFs to evaluate their perception and application of TM as a facilitator for creativity.

The five barriers of creativity encompassed lack of motivation in ADFs and demotivation and lack of TU in ADFs and Architecture, Engineering and Construction (AEC) industry. TM facilitated motivation and eliminated six demotivating factors. The seventh factor was eliminated through LT. In AEC industry, TU was achieved through LI with five considerations. In ADFs, TU can be achieved through LTM. However, two additional barriers have been identified for further investigation. Egyptian ADFs failed increasing creativity with TM solely. Hence, a LTM framework is required.

Although the study focussed on architecture as a case for creative industries and targeted Egyptian ADFs, the application of LTM is to be applied at any industry that is talent-based although barriers related to the design process could vary.

This paper presents an innovative approach through discussing the integration of lean concepts into TM towards increasing creativity in ADFs. This ideology has received scant attention in construction literature and is the first of its kind in the architectural field. The proposed ideas represent a synthesis that is novel and creative in thought and adds value to the knowledge in a manner that has not previously occurred.

The purpose of this paper is to reflect on the stages in the development of creative activity considering the distinctive features of all stages and the modes of dynamics of the development of a creative person.

The paper analyses scientific investigations and pedagogical experiences in order to develop the model for the formation of creative activity of artists‐visual art teachers in the context of sustainable development.

The investigations of scientific literature on pedagogy, psychology, philosophy, as well as the analysis of pedagogical practice allow us to recognize that the formation of creative activity is comprised of several stages. These stages are closely connected with a creative process and depend on a person's artistic talents and abilities.

The development of creative activity is a very complicated process that takes place over whole period of life and depends on social, material and mental factors. Each personality goes through this process in an individual pace and manner. Further, investigations will be carried into a more profound analysis of the suggested system, the determinations of its development dynamics in connection with all mentioned above components in the context of sustainable development.

This paper is generalizing information of theoretical and empirical research.

This paper aims to investigate the role of lean talent management (LTM) as a novel approach for optimising creativity in architectural design firms (ADFs) towards achieving divergent heritage sustainability (DHS).

To achieve the abovementioned aim, a mixed qualitative and quantitative methodology is designed to accomplish three objectives. First, investigating the relationship between heritage and urban development; types of heritage and the role of LTM in enhancing creativity in ADFs. Second, presenting and analysing six heritage-related case studies to assess the need for creative solutions based on extent of deterioration in three different places in Egypt. Third, outlining the results of a survey questionnaire conducted with a representative sample of ADFs in Egypt to investigate the role of LTM towards optimising creativity in ADFs for achieving DHS.

The extent of deterioration increased for modern heritage than old heritage. Conventional approaches adopted by ADFs failed to develop built environments that can bridge the gap between the diverse identities. Creativity was not optimised when talent management (TM) was integrated solely and architects failed to develop appropriate solutions. LTM use architects to allow expression of arts towards heritage sustainability through the built environment, in which they feel associated with physical heritage. Consequently, individuals’ intangible heritage is preserved in which they will less deteriorate the physical heritage. Hence, LTM is a paradigm shift that has a great potential for DHS.

The survey questionnaire and case studies focused on the Egyptian context because the region is in critical need for effective creative solutions and for such research that is unprecedented in investigating this gap. However, findings are absolute and could be used at any country sharing the Egyptian context and wishing to achieve a DHS approach.

The research work presented in this paper is novel in approach as it integrates two divergent fields and highlights the concept of DHS with its threefold approach. In addition, the concept of LTM is proposed as a novel paradigm shift in which it has received scant attention especially relating to heritage sustainability. The proposed ideas represent a synthesis that is novel and creative in thought and adds to the existing body of knowledge for future research in LTM and DHS.

Today we have to face the challenge of competing in a globalized world for scarce goods, such as residents in general, and in particular for those with talents, the so‐called “creative class”. This class is the driving force for economic growth, so winning the competition for these individuals is one of the main tasks for cities and regions today. However, to face this challenge using place marketing and city branding, we have to understand the needs and preferences of this target group. The purpose of this paper is to address these issues.

In a field study (n=1,258) the basic needs and preferences of the creative class were analyzed. The creative class with the non‐creative class were compared using a univariate analysis of variance (ANOVA).

Structural differences were found for the ratings of the importance of different needs for the creative class and the non‐creative class. Consequences for creative class theory are discussed.

It may not be possible to generalize the results found in this German sample to a sample with a different cultural background without further intercultural comparisons. Furthermore, the focus was on four basic factors of city evaluation, not on specific needs for single subgroups. Further research questions are identified and discussed.

The creative class as a target group is very popular in place marketing. This paper discusses the needs and preference structure of this target group and the need for a more precise definition of the creative class.

Kenya leads East Africa in creative goods export and enjoys high internet penetration. Therefore, identifying pathways, missed opportunities for accelerating job creation and development in the sector and strategies for mitigating youth-related challenges are essential. This paper therefore aims to examine the effects of digital media and the cultural and creative industry (CCI) on youth employment and economic development.

The document review and analysis data came from 45 scientific and 23 grey literature articles. While the lack of primary data is a study limitation, secondary data were drawn from the United Nations Conference on Trade and Development Statistics and the 2016–2022 entertainment and media outlook analysis. Microsoft Excel 2021 for Windows was used to analyze quantitative data and generate results.

Since the CCI sector is characterized by limited financial opportunities, low youth participation in the labor force and weak policy frameworks, success in the industry requires key pathways. These include investment in digital-led innovations, developing innovative models, building partnerships with the private sector, strategic investment by government in the potential creative industry sub-sectors and identifying successful scaling-up models.

Information gathered through this study is crucial to counter the youth unemployment challenge and strategy identification, which could be used in skills and capabilities development in the potential creative economy. Future researchers must explore how to apply the proposed creative capacity theoretical lens to inform research in the sector.

Societal interest in individuals with high aptitudes, gifts, talents, and extraordinary abilities dates back thousands of years, perhaps as early as 3000 BC. For example, “as early as Biblical times, prophets and learned men were extolled for their wisdom and leadership. Plato likewise accorded positions of supremacy to certain individuals based on their superior endowment of intelligence. Even in the Dark and Middle Ages, generally considered inhibitory of talent and innovation, some members of society were ennobled for their intellectual and religious acumen” (Kaufmann, Castellanos, & Rotatori, 1986, p. 232). Some societies identified children with promise and potential and provided them with special education (Freeman, 1979). This was the case with the Emperor Charlemagne who in 800 AD requested that the state provide and pay for such education for children from the common masses (Schwenn, 1985).