Creativity development and Mode 2 theory development: Event system and experiential learning perspectives

Abstract

Literature on academic‐stakeholder collaboration in the context of HRM is scarce and highlights the challenges linking theory to practice. Drawing on Mode 2 research, we theorise how a structured intervention enables the generation of theoretical insights concerning the development of employee creativity knowledge, skills, and attitudes (KSAs). Utilising event system theory, we reveal how the novelty, criticality, and disruption of a structured intervention fuel an experiential learning process. This process facilitates the development of important individual and team‐based creativity KSAs and is sustained through a learning mindset. We develop insights about theories‐in‐use, HRM theory development, and the micro processes involved in an academic‐stakeholder collaboration including areas of potential tension. From a practice perspective, we highlight the value of structured interventions for creativity KSA development and a strategy to facilitate academic‐stakeholder collaboration.

The role of contextual factors in conflict handling strategies in logistics service networks

“…In logistics service networks aiming for resilient operations, higher criticality is expected to result in more significant consequences, as indicated by Chen et al (2022). Here, the success of logistics service actors hinges on their ability to innovate and strategically adapt, a principle supported by Kulichyova et al’s (2022) EST framework. In this regard, actors adopt a more cooperative approach rather than dominating or obliging in critical events to achieve positive outcomes and build lasting alliances (Holt and DeVore, 2005; Sorenson et al , 1999; Zhang et al , 2018; Zhang et al , 2023), safeguard their main objectives and prevent the emergence of additional conflicts within the company (Morgeson et al , 2015).…”