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Purpose – The goal of this chapter is to demonstrate the importance of incorporating gene by environment (G×E) interactions into behavioral science theory and research.

Design/methodology/approach – We critique behavioral genetics, discuss the emergence of epigenetics, review findings on G×E effects, and present the differential susceptibility model of gene–environment interplay.

Findings – The studies reviewed demonstrate that genetic variation often interacts with environmental context to influence the probability of various behaviors. Importantly, in many, and perhaps most, of the studies reviewed, the genetic variable, unlike the environmental variable, has little if any main effect on the outcome of interest. Rather, the influence of the genetic variable is limited to its moderation of the effect of the environmental construct.

Research limitations/implications – Molecular G×E research does not undermine the importance of environmental factors; rather it shows how social scientific explanations of human behavior might be made more precise by incorporating genetic information. This suggests expanded research opportunities for those interested in social causation.

Social implications – This model of molecular G×E research presented suggests that a substantial proportion of the population is genetically predisposed to be more susceptible than others to environmental influence. We argue that this model of G×E is particularly relevant to sociologists and psychologists and has the potential to enhance the development of theory in both areas.

Originality/value – This chapter will be of particular interest to sociologists and psychologists who have found the behavioral genetic paradigm off-putting because of its emphasis on genetic main effects and genetic determinism. The current chapter offers an alternative model that may better capture the available data and better integrate social processes with genetic and biological processes.

Scholars continue to debate whether planning, in fact, contributes to creativity and innovation. In this chapter, we argue that planning is critical to innovation and will contribute to the generation of viable new ideas. Effective planning, however, must be based on an incremental approach involving a viable portfolio of projects. The implications of this model for the management of innovation at the organizational, group, and individual levels are discussed. Potential new directions for research are considered, along with the model's implications for the management of creative ventures.