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This exploratory study investigates the relationship between affective climate and creativity as contributing factors to knowledge creation in organizations. Organizational creativity represents a source of new task-related ideas, implemented in the form of innovation. We argue that creativity is inherently linked to the process of knowledge creation embedded in the organizational context and related to social interaction. Our study identified several affective conditions that appear to be present when the professional environment supports creativity. These findings suggest that affective climate does influence the organizational setting, fostering or inhibiting organizational creativity.

This study aims at narrowing a high level of fragmentation in the knowledge on the topic of team creativity (TC) that plays a fundamental role in enhancing an organization's delivery systems and market position by mapping available knowledge within a proposed framework. Although there is a wealth of knowledge on the topic, this fragmentation as revealed by past research limits the comprehensive understanding of the subject.

A literature review was used to gather evidence about the key concepts in the fields of management, organization and innovation. This evidence is mapped against the backdrop of a complex adaptive perspective, as creativity is perceived as the product of micro-social units within the context of macro-social systems.

The great number of concepts found in literature are organized into a framework that distinguishes relevant inputs that can affect team functioning; relevant mediators for TC; and TC outcomes. The framework is reviewed and discussed within the context of the social systems in which the team is embedded.

TC is one of the most fertile research streams within the research field of innovation, and yet it suffers from a fragmentation that limits a deeper level of understanding and the advancement of actionable knowledge from taking place. An integrative theoretical perspective of micro- and macro-social systems gives researchers new insights into the interconnection between the numerous findings already found in the literature and gives a clear direction for future research.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The great number of concepts found in literature are organized into a framework that distinguishes relevant inputs that can affect team functioning; relevant mediators for team creativity (TC) and TC outcomes. The framework is reviewed and discussed within the context of the social systems in which the team is embedded.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Sensemaking is an integral element of human cognition. It is the activity whereby we find answers to questions that arise from experience. It is at the core of collaborative management research as researchers and practitioners work together to build a shared understanding of organizational phenomena and take action based on that understanding, thereby generating actionable knowledge. However, mutual understanding is a complex process which requires a great deal of effort by both researchers and practitioners. While research has described in great detail the consequences of collaborative research endeavors, the challenge of creating a shared sensemaking conducive to these results has been left partially explored. The chapter examines the nature of sensemaking in collaborative management research. A comprehensive framework is proposed and then utilized to examine a collaborative management research effort carried out with an Italian social cooperative.

Addressing calls for broadening social marketing thinking beyond “individualistic” parameters, this paper aims to describe a behavioural ecological systems (BEM) approach to enhance understanding of social markets.

A conceptual framework – the BEM – is presented and discussed within a context of alcohol social change.

The BEM emphasises the relational nature of behaviour change, where individuals are embedded in an ecological system that involves the performances of behaviour and social change within historical, social, cultural, physical and environmental settings. Layers of influence on actors are characterised as macro (distant, large in scale), exo (external, remote from individuals), meso (between the individual and environments) and micro (the individual within their social setting). The BEM can be applied to guide social marketers towards creating solutions that focus on collaboration amongst market actors rather than among consumers.

The BEM contributes to a broader holistic view of social ecologies and behaviour change; emphasises the need for social marketers to embrace systems thinking; and recognises that relationships between actors at multiple layers in social change markets are interactive, collaborative and embedded in dynamic social contexts. Importantly, a behavioural ecological systems approach enables social marketers to develop coherent, integrated and multi-dimensional social change programmes.

The underlying premise of the BEM brings forward relational logic as the foundation for future social marketing theory and practice. Taking this approach to social market change focuses strategy on the intangible aspects of social offerings, inclusive of the interactions and processes of value creation (and/or destruction) within a social marketing system to facilitate collaboration and interaction across a network of actors so as to overcome barriers and identify solutions to social problems.

To identify factors of decisive importance relating to communicative processes within companies and organisations, where communication across levels is essential not only for efficiency and effectiveness, but also because conditions are particularly challenging.

A literature review leads to an ethnographic study of internal communication in a “critical system” in which decisions are crucial and the margin of error very small: a naval vessel.

Common educational and empirical backgrounds, coded language, and mutual understanding of context and goals are necessary prerequisites for the attainment of organisational goals and the avoidance of mistakes with potentially serious consequences. At the professional management level, they achieve fully functioning communications, but the concomitant uniformity and homogeneity can create difficulties in communication with other systems, organisations and individuals. There were few problems with horizontal communication at the strategic management level, but vertical flows between strategy and operational levels were prone to distortion and malfunction.

This study may initiate further research concerning communication theory and its relation to marketing leadership and management.

The findings and research procedure can be adapted to analysis of the developmental needs of organisations operating in complex, dynamic and uncertain marketing environments.

Reports a study in an environment well beyond the normal setting of marketing research, in which the complexities and challenges faced by all participants in the system exceed those normally faced by marketing organisations. Thereby allows lessons to be learnt about effective communication under difficult operating conditions, such as those faced by marketers in a turbulent and uncertain future.

The paper argues in favor of reestablishing sociological or social economics as a legitimate discipline of economic science. Conspires toward undertaking analyses of the social co‐determination of economic behaviors, variables and systems. Suggests the need for incorporation of sociological/social economics in the existing semi‐official (JEL) taxonomy of economic fields and subjects. The argument for sociological economics can be made on two grounds: ontological or empirical‐historical and epistemological or theoretical‐methodological ones. The article bases the argument for sociological economics on the former, i.e., the empirical‐historical social co‐determination of the economy. The relations of sociological economics to sociology of economics are specified and the implications of sociological/social economics for modern economic science are also discussed.

This article argues that the economic, political, and cultural spheres of society are not separate but rather mutually embedded in one another. The market is not just an economic phenomenon, but a political and cultural one as well. Markets, in this reframing, include not just the convenient fiction of atomized buyers and sellers but trade and professional associations and a field of public actors including assorted regulators and courts. It is the interaction of these parties that creates a market culture. These cultures exhibit contradictory tendencies that are generated by exchange relations and resolved by power dynamics. The contradictory tendencies reflect the tension between accumulative and regulative norms in market cultures. These include opportunism versus restraint, innovation versus standard practice, and growth versus stability. The resolution of the cultural contradictions of markets is not a natural tendency toward equilibrium, but rather an ideal of public policy to be attained by countervailing power in effective legal and regulatory institutions.