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To better understand the role of creativity and its impact on business, IBM Institute for Business Value (IBM IBV) surveyed 400 United States-based CEOs across 11 industries in 2022.

Average organization size of these businesses was a little over $26 billion in annual revenue. The survey covered a range of questions on the role and impact of creativity in their organization. Then survey data was analyzed to reveal the key drivers and success factors of creativity.

When the CEOs were asked to describe an organizational structure most conducive to perpetuating creativity, as many as one quarter of them identified a hierarchical structure – a structure typically considered antithetical to free-flowing creativity, and one highly susceptible to micro-management and bureaucracy.

CEOs identify fear of failure as the most significant barrier to creativity.

Tapping into ingenuity and creativity has been critical to navigating recent market disruption – and going forward, effective creativity is becoming even more central to business success. Study identifies best practices of leading organizations that believe that. creativity is not a skill solely for a few selected innovators and makers, it’s a quality required across the workforce.

Resilience has been emphasised by researchers as a probable framework for overcoming challenging circumstances and fostering organisational innovation. Universities have had to shift to a blended learning system which includes online learning. Prior scholars have studied resilience as a reactive aspect which focuses on organisation's ability to bounce back from a downfall. This study aims to establish the antecedent role of resilience capacity which is a proactive ability to preparedly respond to a downfall.

The research adopts an explanatory study design to establish the hypothesised antecedent role of organisational resilience capacity in enhancing organisational innovation. Drawing a sample from Ugandan Universities, hierarchical regression was used to test the role of organisational resilience capacity on organisational innovation. The study also tested the influence of organisational characteristics of ownership, age and size on innovation.

The study findings show that the three dimensions of organisational resilience capacity (cognitive capacity, behavioural preparedness and contextual capacity) significantly enhance organisational innovation. The findings further reveal that ownership has a significant effect on innovation. The results show that organisational size and age do not influence innovation.

The study's conclusions help contemporary managers decide how to set up numerous strategic initiatives to activate organisational resilience towards innovation. To deal with disruption, organisations should use dependable innovation systems and best practices in a robust and adaptable way. Organisational managers ought to integrate the doctrines of resilience into various organisational activities such as training and development and simulation activities, so that organisational managers learn resilience skills to deal with environmental changes.

This research shows how the three dimensions of organisational resilience capacity (cognitive capacity, behavioural preparedness and contextual capacity) influence innovativeness since most studies have been directed to the aspect of resilience (which only focuses on ability to recover from a downfall) as opposed to resilience capacity that relates to the ability of an organisation to successfully absorb disruptive events that may endanger organisation survival, develop situation-specific remedies and eventually evolve in transformative activities. The study further intensively extends the body of knowledge by delving deeper into establishing the influence of the individual dimensions of resilience capacity on innovation.

This paper aims to examine whether chief executive officer’s (CEO) information technology (IT) background can affect enterprises’ continuous green innovation (CGI).

This study uses the data of China’s listed enterprises from 2011 to 2019.

The statistical results reveal that when a company hires a CEO with an IT background, its CGI can be higher. Firm ownership, firm digitization and industry bias alter the impact of CEO’s IT background on firms’ CGI. This effect is most pronounced in non-state-owned enterprises (non-SOEs), high-digitalized enterprises and skill-biased industries, while not in SOEs, low-digitalized enterprises and labor-biased industries.

This study has practical implications, as it measures CGI of enterprises. It also points to the necessity for a CEO’s IT background to enhance CGI.

The findings provide new strategies for incentivizing sustainable development and green innovation.

To the best of the authors’ knowledge, this study is the first to discuss the association between CEO’s IT background and enterprises’ CGI. The conclusions enrich both upper echelons theory and enterprise green innovation literature.

The authors report a study of heritage conservation linked to rural small-town regeneration in Aotearoa New Zealand. The purpose of this study is to answer the question: how, with limited local resources, do the residents and administrators of small settlements conserve historic heritage in the processes of rural regeneration?

This research is based on an analysis of physical heritage objects (buildings, artefacts and landscapes), associated regulatory arrangements, archival material, news media reporting, community group newsletters and photography. The authors use the river-side town of Rakaia and its environs in Te Waipounamu/the South Island of Aotearoa New Zealand to answer the research question.

This research found that in a context of limited resources, volunteers, supported by small businesses and local and central government, can contribute positively to the conservation and interpretation of heritage as part of wider rural regeneration activities.

There is only limited writing on the links between heritage conservation, rural regeneration and the development of small towns. To advance the debate, the authors combine ideas about community-led heritage conservation and management with concepts drawn from rural studies, particularly the multifunctional rural space paradigm. This allows us to explore heritage conservation in a context of rapid rural change.

This article aims to understand the dynamics between disruptive innovations and innovation ecosystems, using disruption business models as a catalyst.

This study presents an integrative literature review and a theoretical framework in order to integrate the theories of disruptions and ecosystems.

The dynamics of disruptive innovation, within an ecosystem, as an essential driver of creating new markets. The effect of creative destruction from a disruption influences business models in a coopetitive dynamic that drives the ecosystem as a whole.

Limited to theoretical research and suggested the application of the proposed model in an empirical study.

Understand the formation of new ecosystems based on the occurrence of a disruption as a way for organisations to prepare for the arrival of this new market.

The contribution of this study is based on joining the literature of disruptive innovation and innovation ecosystem, pointing to a theoretical framework and a flow of Evolution and Adaptation to the Disruptive Ecosystem that integrates this complex dynamic.

Despite a large volume of theoretical and empirical research, defining the ‘entrepreneur’ and ‘entrepreneurship’ within the cultural and creative sector, a sector with high heterogeneity in organisational and other aspects across its various segments remains challenging. In this regard, there should be a wide variety of differences in the characteristics and challenges of cultural entrepreneurs across industries, countries and regions. Nonetheless, the key role of the arts and cultural sector has increasingly piqued the interest of policymakers and the private sector, and it has been recognised for its importance within the South African economic landscape; as a result, the government has prioritised arts and culture as a pillar in their development strategies. Furthermore, while there has been some consensus over the past decade on what constitutes a creative industry, many questions about defining arts and cultural entrepreneurship still need to be answered, necessitating further definitional and policy coherence. As a result, some efforts at definitions are required to advance the sector and develop useful knowledge in policy formulation.

This chapter proposes an understanding of arts and cultural entrepreneurship as an exploration of a person, a community or a network's artistic resources (arts, creative and cultural) in value creation. It utilises meta-analysis, a non-empirical method, to review and analyse the existing literature. Further research is needed to investigate and evaluate the efficacy of established arts incubators, and the extent to which perceived entrepreneurial competencies affect organisational performance. Moreover, additional research is required to examine the entrepreneurial factors inhibiting or stimulating the influence on start-up financing (capital acquisition) in the South African arts and cultural industry.

The study investigates the current changes and future challenges in management practice as a result of the Covid-19 pandemic. According to creative destruction theory, industry disruptions (e.g., advancements in technology) combined with economic shocks (e.g., effects of the pandemic) often force impacted industries to undergo significant changes in order to survive. Therefore, it is important to investigate the changes on current and future management practice in the post-Covid world.

This exploratory study uses semi-structured interviews with 20 experienced public accounting leaders (PAL) whose titles include partner, director, CFO, senior manager, and manager.

This study provides PAL perspectives on the challenges of managing in an increasingly hybrid environment, the shift of the organizational structure of firms, the changes in responsibilities/skill sets needed at all levels of the firm, and the expectation that these challenges will continue to evolve.

This study contributes to the literature by showcasing how management practice (through the lens of accounting leaders) has significantly changed. The accounting profession was deemed an essential industry and continued in operation throughout the COVID pandemic. This study identifies six issues that will continue to influence management practice and provides topics for future research.

The purpose of this paper, applying concepts in the plant-based food sector, is a focus on the competitive rival trap for startup firms, with their initial advantage for under-served market segments, only to be overtaken by scale, speed, and brands of incumbent brand firms. As a case study of industry transformation, the food production sector illustrates how organizational innovation brings new forms of rivalry, from the farm gate to the kitchen plate. As a result, startups face a rivalry trap, if unable to scale quickly, as incumbents reframe their strategic response with startup acquisitions, corporate incubators or alliance partnerships consumer demand.

This paper outlines the features of precision agriculture, a new paradigm for agriculture and food production, requiring new competences and skillsets in the protein revolution, including issues like virus, bacteria and the molecular structure of food groups, animal breeding and veterinary medicine. Plant-based foods is used as a case study for startups and the rivalry trap.

The emergence of plant-based foods is a case study of market opportunity and creative destruction, where the potential market varies from $25bn to $72bn, and growing faster in the dairy sector. However, food incumbents bring new strategic responses and a rivalry trap, where startups must gain scale quickly in capabilities, talent and marketing prowess, often exploiting demand in market niches unimpeded by incumbent rivals.

Startups in biological sciences face massive challenges to increase scale and scope, even with unique intellectual property.

Startup firms need multidisciplinary management teams with a global outlook.

Plant-based foods form part of the protein revolution but face challenges of scale, cost competitiveness and taste, despite advantages for climate mitigation.

The impact of technological and science applications has blurred the traditional concept of industry boundary, with huge variations in the intangible knowledge component in their core activities and capabilities. Underlying variations imply that not all industries have similar supply demand conditions, with variations in input costs, capital intensity and innovation needs, with strategic implications for the rivalry trap.

This study aims to present radical abolition studies, which encourages us to (re)member that the abolition of institutions and systems is incomplete without the abolition of their attendant epistemes of domination. The authors draw on the etymology of the word radical to encourage abolitionist praxis to grab systemic harm at its epistemological roots. Within radical abolition studies, this study presents Black abolition theory, which aims to make explicit a theorization of Blackness and works to abolish the episteme of anti-Blackness.

This paper offers Black abolition theory within radical abolition studies to reground abolition in its Black theoretical roots and to interrogate the concept of anti-Blackness and other epistemes of domination in abolitionist study and practice. Using a close reading of W.E.B. Du Bois’ Black Reconstruction, and subsequent books and articles in abolition studies and educational studies that reference it, the authors highlight Du Bois’ original conceptualization of abolitionism as an ultimate refutation of a racial-social order and anti-Blackness. The authors then put Michael Dumas and kihana ross’ theory of BlackCrit into conversation with abolitionist and educational theory to push forward Black abolition theory.

Radical abolition studies and its attendant strand of Black abolition theory presented in this paper encourages scholars and practitioners to go beyond the dismantling of current instantiations of systemic harm for Black and other minoritized people – such as the school as it currently operates – and encourages the questioning and dismantling of the epistemes of domination sitting at the foundation of these systems of harm.

Black abolition theory contextualizes abolition in education by rooting abolitionist educational praxis in Black lineages. More generally, radical abolition studies encourages further research, study and collaboration in partnership with others who have historically participated in the fight against being labeled as subhuman to upend all epistemes of domination.