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Book part
Publication date: 25 March 2008

Michael D. Mumford, Katrina E. Bedell-Avers and Samuel T. Hunter

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…

Abstract

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.

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Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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Book part
Publication date: 25 March 2008

Abstract

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Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

To view the access options for this content please click here
Book part
Publication date: 25 March 2008

Michael D. Mumford, Samuel T. Hunter and Katrina E. Bedell-Avers

Plans and planning have a long and checkered history. In their commentaries, Ettlie (this volume) and Miller and Osborn (this volume) take rather different views on the…

Abstract

Plans and planning have a long and checkered history. In their commentaries, Ettlie (this volume) and Miller and Osborn (this volume) take rather different views on the need for planning in innovative projects. In this commentary, we take the position that innovation requires constraints. These constraints induce certain risk factors that warrant attention, such as oversystemization. By the same token, they produce conditions, including social conditions that make sustained innovation possible. Based on these observations, some potential directions for future research are discussed.

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Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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Book part
Publication date: 25 March 2008

Francis J. Yammarino is SUNY Distinguished Professor of Management and director and fellow of the Center for Leadership Studies at the State University of New York at…

Abstract

Francis J. Yammarino is SUNY Distinguished Professor of Management and director and fellow of the Center for Leadership Studies at the State University of New York at Binghamton. He received his Ph.D. in organizational behavior (management) from the State University of New York at Buffalo. Dr. Yammarino has extensive research experience in the areas of superior–subordinate relationships, leadership, self–other agreement processes, and multiple levels of analysis issues. He has served on the editorial review boards of seven scholarly journals, including the Academy of Management Journal, Journal of Applied Psychology, and the Leadership Quarterly. Dr. Yammarino is a fellow of the American Psychological Society and the Society for Industrial and Organizational Psychology. He is the author of 12 books and has published over 100 articles. Dr. Yammarino has served as a consultant to numerous organizations, including IBM, Textron, TRW, Lockheed Martin, Medtronic, United Way, Skills Net, and the US Army, Navy, Air Force, and Department of Education.

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Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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Book part
Publication date: 29 August 2005

Michael D. Mumford and Samuel T. Hunter

In their articles on “Innovation in Organizations: A Multi-Level Perspective on Creativity,” Robert Sternberg, along with Jane Howell and Kathleen Boies, broach a critical…

Abstract

In their articles on “Innovation in Organizations: A Multi-Level Perspective on Creativity,” Robert Sternberg, along with Jane Howell and Kathleen Boies, broach a critical question bearing on the nature of creativity in organizational settings. Why is creativity in organizations so difficult even though organizations say they want creativity? In the present chapter, we examine some likely sources of this paradox and the ways one might go about resolving this paradox. Subsequently, we discuss directions for future research.

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Multi-Level Issues in Strategy and Methods
Type: Book
ISBN: 978-1-84950-330-3

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Book part
Publication date: 19 May 2009

Michael D. Mumford, Samuel T. Hunter, Tamara L. Friedrich and Jay J. Caughron

Theories of outstanding, historically notable, leadership have traditionally emphasized charisma. Recent research, however, suggests that charisma may represent only one…

Abstract

Theories of outstanding, historically notable, leadership have traditionally emphasized charisma. Recent research, however, suggests that charisma may represent only one pathway to outstanding leadership. Outstanding leadership may also emerge from ideological and pragmatic leadership. In this article, we examine the conditions influencing the emergence and performance of charismatic, ideological, and pragmatic leaders. It is argued that different conditions operating at the environmental, organizational, group, and individual levels influence the emergence and performance of each of these three types of leaders. Implications for understanding the origins and impact of charismatic, ideological, and pragmatic leaders are discussed.

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Multi-Level Issues in Organizational Behavior and Leadership
Type: Book
ISBN: 978-1-84855-503-7

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Book part
Publication date: 25 March 2008

John E. Ettlie

In their chapter, Mumford, Bedell-Avers, and Hunter (this volume) confront the nontrivial issue of whether creativity and innovation can be planned, and proceed to support…

Abstract

In their chapter, Mumford, Bedell-Avers, and Hunter (this volume) confront the nontrivial issue of whether creativity and innovation can be planned, and proceed to support an affirmative answer with a well-organized treatment of the applied research literature relevant to this topic. They outline and reference an incremental approach to this planning process at multiple levels of analysis (organization, group, and individual), and present both a state-of-the-art review and a general, normative approach to this daunting challenge. In reviewing this chapter, this commentary addresses what is worthwhile and important in their presentation that students of this field should find noteworthy. Next, it takes up the issue of what is underdeveloped or missing that would fit nicely into Mumford et al.'s framework, or might provide food for thought to those wanting to go forward with research on the topic of planning for innovation. Finally, it presents conclusions about this topic and the field in general that were stimulated by Mumford et al.'s chapter, including the role of information technology and knowledge management for innovation planning.

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Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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Book part
Publication date: 25 March 2008

Francis J. Yammarino and Fred Dansereau

“Multi-Level Issues in Creativity and Innovation” is Volume 7 of Research in Multi-Level Issues, an annual series that provides an outlet for the discussion of multi-level…

Abstract

“Multi-Level Issues in Creativity and Innovation” is Volume 7 of Research in Multi-Level Issues, an annual series that provides an outlet for the discussion of multi-level problems and solutions across a variety of fields of study. Using a scientific debate format of a key scholarly essay followed by two commentaries and a rebuttal, we present, in this series, theoretical work, significant empirical studies, methodological developments, analytical techniques, and philosophical treatments to advance the field of multi-level studies, regardless of disciplinary perspective.

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Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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Book part
Publication date: 25 March 2008

Simon Taggar, Lorne Sulsky and Heather MacDonald

This chapter presents a contextual model of human resources management (HRM). The hallmarks of this model are that (1) the most advantageous HRM practices vary…

Abstract

This chapter presents a contextual model of human resources management (HRM). The hallmarks of this model are that (1) the most advantageous HRM practices vary conditionally upon strategic considerations; (2) each organization has multiple substrategies within it, and each substrategy is aligned with a unique bundle of HRM practices; (3) within each organization, three substrategies are associated with three subsystems; and (4) in terms of contributing to sustainable competitive advantage, the innovation subsystem is the most valuable regardless of the organization in question.

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Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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Book part
Publication date: 25 March 2008

Kimberly S. Jaussi

In response to Ford and Sullivan's chapter, this commentary poses a number of questions intended to help future research efforts ascertain whether levels of analysis and…

Abstract

In response to Ford and Sullivan's chapter, this commentary poses a number of questions intended to help future research efforts ascertain whether levels of analysis and phases of new-venture emergence happen concurrently. Strongly in agreement with Ford and Sullivan's call for a process approach toward the study of entrepreneurial ventures, the commentary focuses on the potential processes associated with different levels of analysis that might possibly underlie the enactment and effectuation processes depicted in their model. Through the examination of these underlying processes, questions for future research are raised to help address the question, “Do levels and phases of new-venture emergence always happen together?”

Details

Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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