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This paper's primary purpose is to emphasize the importance of entrepreneur training regarding creativity and innovation. Their significance and the importance of the latter regarding the development of business and training needs are the research questions of a survey conducted in northern Greece.

The survey, of 116 entrepreneurs, owners of small medium and very small enterprises, investigates awareness, attitudes and perceptions regarding creativity and innovation, for facilitating the design and development of training interventions. Data were collected using modified and extended questionnaires of an analogous tool created for the needs of the TRACTORS project. The questionnaires included both open‐ended and closed questions. Descriptive statistics were generated by the analysis of quantitative and qualitative data.

Findings suggest that entrepreneurs/owners and/or managers of micro and small medium enterprises in northern Greece are largely aware of the significance of creativity and innovation, believing that these are positively related to each other and interact in the development of their business. Training intervention is deemed as of great importance, and obstacles concerning financial resources, experience, time, infrastructure and not risk averse, were underlined.

Creativity and innovation training interventions for entrepreneurs in terms of process, content, method, duration, trainers etc., is in a fledgling stage and requires further research to determine the “right training intervention mix” serving the needs of the non homogeneous entrepreneurial category.

Although entrepreneurship creativity and innovation are viewed as the “creation of the future”, little has been done to train entrepreneurs to participate creatively in the innovation economy. The present paper traces these needs.

Reviews the contributions to the understanding of creativity and innovation in organisations and interprets the implications for training and development. Highlights key and recurrent principles: the benefits of an integrated organisational approach, the right climate for creativity, appropriate incentives for innovators, a structured means of search and a systematic way to convert an opportunity into an innovation. It implies a broad range of skills development including: team working, communications, coaching, project management, learning to learn, visioning, change management and leadership. Even though techniques for the development of innovation and enhancing creativity in individuals are well founded, there are relatively few reports on the practice of mainstreaming creativity in an organisational setting. Likewise, although the transition from idea to innovation can be systematised, problems arise from customised applications that involve the management of the change process. The application of Internet and intranet communications for innovation are beginning to emerge but the literature base lags the speed of applications. The paper concludes with a synopsis of the training and development implications of stimulating creativity and innovation in organisations.

The purpose of this study to understand the effects of training and creativity on organizational innovation under the moderating influence of the organizational climate.

The theoretical model is grounded in the contingent resource-based view. To test the research hypotheses, this paper has gathered the cross-sectional data using a single informant pre-tested questionnaire. The data were collected from respondents working in Indian automotive manufacturing organizations. The data were further tested for the normality criteria followed by hypotheses testing using co-variance-based structural equation modelling Statistical Package for Social Sciences (SPSS), 2010.

The relationship between training and organizational innovation was leveraged by employee creativity, which acts as a mediator between the two. Moreover, the organizational climate augments the mediation process by coherently creating a positive moderating influence.

This study provides prospective insights to management leaders and practitioners by establishing how training can bring about positive change in the innovative front of the organization. It also offers keys to the organizations for an active engagement of the employees through a supporting climate conducive for harnessing of individual creativity and innovative potential.

This is the first endeavour made to examine the moderated mediation influence of organizational climate on training and employee creativity, by studying the mediating effect of employee creativity between training and organizational innovation.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Over recent years, firms have been implementing novel human resource practices. The purpose of this paper is to analyse four specific training practices to determine if and up to what extent the adoption of such practices affects innovation and financial performance.

A Spanish sub-sample of the European Manufacturing Survey is used to contain the responses of 162 manufacturing firms.

The positive relation between T&D practices and innovative performance was partially accepted, as new-to-the-firm products and new services had a significant relation with these practices. Conversely, the hypothesis stating that there is a positive relation between a new-to-the-market product and the aforementioned T&D practices was rejected. Furthermore, the positive relation between these and financial performance was partially accepted.

This research presents the following limitation: the small number of responses restricts the general reliability of the findings. The inclusion of other countries’ data using the same questionnaire would further enrich the analysis.

First, general training and development is not enough; thus, the present study evidences the positive results of specific training practices such as training and development for creativity and innovation (TD4CI) on firm performances. Second, it also reveals a relation between training practices and innovation by differentiating among the three dimensions of innovation (new product to the firm, new product to the market and new services). Moreover, the present research highlights the benefits of implementing these types of practices, not only for innovation performance but also for financial performance. This paper also suggests that not all the training practices have the same impact on firm performance. Consequently, the company should be clear about their main aim to obtain the highest performance. The third contribution is based on the Spanish context wherein training is not considered as an important organisational function. Thus, this study provides positive results showing that TD4CI might enhance firm performance. Last, the degree of detail of the different training practices analysed, the recent nature of the data related to their implementation and the link between implementation and organisation performance are also part of the contribution of the present analyses.

This research offers recent and relevant data about implementing novel T&D practices and their relation with firm performance.

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.

This research paper explores the potential of training and development for creativity and innovation (TD4CI) practices to enhance innovation and/or financial performance. The results demonstrate that companies who aim to develop new-to-the-firm product or service innovations should benefit from a TD4CI intervention, whereas those seeking to create new-to-the-market products are advised to find more effective training solutions. Applying TD4CI to new-to-the firm product innovation produced the greatest increase in financial performance. The low take-up of TD4CI among Spanish manufacturers means they're missing out on potential innovation and financial performance gains where their objective is clear and TD4CI-compatible

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.

Viewing creativity through the theoretical lens of the resource‐based view, the paper attempts to answer a fundamental question: is design creativity a static or dynamic capability? If static, then firms need to acquire personnel who are already creative. If dynamic, then personnel's creative talents should be developed through training.

In an exploratory controlled experiment of 74 design engineers from ten firms, two forms of training emphasizing design creativity as static or dynamic capability were applied. Creative designs developed by the participants were judged by professionals inside each organization. Results were analyzed using structural equation modeling.

The exploratory findings support the notion that design creativity is a static capability. In tandem, support for design creativity as a dynamic capability, contingent upon personality traits is apparent. Training may help develop some people's creative skills.

Small sample size limited the ability to distinguish the significance of some effects. Further incubation time for training and an added evaluation step by the judges could have resulted in more apparent effects of training.

Finest candidates for recruitment and development may not be identified based on a limited set of characteristics. Selection should be based on a combination of criteria. To gain the most, training programs should be subject to the individuals' learning styles.

Design creativity should be considered as a static characteristic determined upon recruitment (buy), and as a dynamic one developed post hire (make). The exploratory findings suggest a combined buy and modify approach to design creativity.

To evaluate the long‐term impact of three types of creativity training workshops conducted within an organization and contrast the influence of training compared with work environment factors in influencing employee innovation.

A follow‐up questionnaire was returned by 71 employees who had taken part in the creativity training programmes offered by a Civil Service organisation. Based on employee innovation theory, respondents were asked about changes in their knowledge, attitudes and use of creativity at work as a result of the training and about work environment factors.

Respondents reported moderate but significant improvements in their levels of creativity knowledge, attitudes, workplace idea generation and idea implementation as a result of attending the training. Analyses also indicated that poor managerial support or an unfavourable departmental climate for innovation could limit the impact of creativity training with regard to influencing idea implementation.

Since the study was a cross‐sectional survey it is recommended future research should test the present findings by using a longitudinal approach. Implications for research into the content and design of creativity training are made.

Guidelines are presented for designing, implementing and evaluating creativity training initiatives and improving work environmental support.

The paper offers a framework for evaluating the effectiveness of creativity training interventions and demonstrates how effectiveness can be limited if the work environment is not favourable.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.