This research studies the relationship between six dimensions of leaders' emotional intelligence and two dimensions of employee creativity. A sample of 138 managers from 66 organizations reported on their own emotional intelligence and the creativity of their teams. Our results point out two main findings: (a) leaders' emotional intelligence explains significant variance of both creativity dimensions; (b) emotional intelligence dimensions with higher predictive power are self-control against criticism and empathy. The findings suggest that emotionally intelligent leaders behave in ways that stimulate the creativity of their teams.

This paper explores, after a brief review of the relevant literature, the characteristics of a co-ownership active interface in which the authors are involved. It is asserted that this interface, creative and idiosyncratic by its learning-by-doing outlook, provides a new cooperation platform for technological co-development and knowledge sharing. Linkages between academia and industry lack vitality and they are hampered by unequal expectations. Cooperation between the two sides faces dissimilar mind frames and objectives, and lacks mutual confidence built upon long-term, regular partnerships. Various approaches to university-industry collaboration are called for, desirably rooted in regional characteristics and allowing for cultural idiosyncrasies. In this paper, we claim that the case under analysis, where both strategic and tactical aspects are agreed upon jointly by academics and firms, provides a sound solution for efficient universityindustry cooperation initiatives.

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The emergence of the Internet, the generalized access to online databases and top journal presence in these databases generated a shift in how literature reviews are to be performed. While fifteen-twenty years ago, researchers in social sciences would focus their efforts in finding journal articles to analyze and they would read and use some dozens of articles in their research, nowadays efforts fall upon selecting the right set of articles, reading and synthesizing in such ways that helicopter and detailed views are combined. There is a generational gap between senior and junior researchers, which so far has turned difficult the development of a methodological perspetive of literature reviews in social sciences that bring together both perspetives. Our paper develops a methodology for literature reviews in social sciences, combining the systematic literature review approach, proposed and applied by several authors in management field (Kofinas & Saur-Amaral, 2008; I. Saur-Amaral & Amaral, 2010; Irina Saur-Amaral & Borges Gouveia, 2007; Thorpe, Holt, Macpherson, & Pittaway, 2005; Tranfield, Denyer, & Smart, 2003; Tranfield & Mouchel, 2002), with the traditional literature review approach (Cook & Leviton, 1980; Hart, 2006; Webster & Watson, 2002). We present compare perspetives, analyzing them from a critical perspetive and we propose a combined approach to be tested and used for research in social sciences, indicating key validity concerns to be taken into account. Results are useful for senior and junior researchers in social sciences, which undertake literature reviews for their own or for group research.

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