Knowledge-Based Innovation: Emergence and Embedding of New Practice Areas in Management Consulting Firms

Anand, N.; Gardner, Heidi K.; Morris, Tim

doi:10.5465/amj.2007.24634457

Cited by 408 publications

(371 citation statements)

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“…Obstfeld concluded that "Such combinatorial work is fundamentally triadic in the sense that one entity coordinates, links, or mobilizes two other actors, groups, or divisions" (1585); and that brokers' nexus work involves both knowledge articulation and social action towards fostering new linkages and attracting more participants. Anand et al (2007) found that while the emergence of bottom-up creative practices requires individual socialized agency, their embedding also depends on an appropriately sequenced combination of differentiated expertise, turf delineation, and organizational support. Future research on creative brokerage should shed more light on the differences among the key individual actors, their motives, their specific location in the collaborative context, and the motives and objectives of the larger collective.…”

Section: Creative Brokersmentioning

confidence: 99%

“…In another study in management consulting firms, Anand, Gardner, and Morris (2007) found that the emergence and embedding of new creative knowledge practices can follow either bottom-up or top-down pathways, and that "In a top-down context, direct intervention through goal setting and deployment of skilled or formally powerful people might be more while Facilitative creative leadership may be enacted in lower-level departments and trigger smaller magnitude, short-term creative solutions that assist the innovation implementation (West & Richter, 2008). Such an organization, of course, would be quite different from an organization where both top and middle-level leadership are Facilitative.…”

Section: Top-down Innovationmentioning

confidence: 99%

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Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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Section: Creative Brokersmentioning

confidence: 99%

Section: Top-down Innovationmentioning

confidence: 99%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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“…The triangulation of data sources provides accurate information and improves the reliability of the case findings (Anand, Gardner, & Morris, 2007). The primary data source was 45 semi-structured interviews with open-ended questions during 2011 to 2013.…”

Section: Data Collectionmentioning

confidence: 99%

Balancing Formality and Informality in Business Exchanges as a Duality: A Comparative Case Study of Returnee and Local Entrepreneurs in China

Lin

Liu

et al. 2015

Manag. Organ. Rev.

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The management paradigms in the West mainly rely on legal contracts and explicit rules (formality), while the management traditions in the East emphasize social relationships and implicit norms (informality). In an era of ‘West-meets-East’, balancing formality and informality is becoming critical for firms, especially those facing institutional differences in transnational contexts and institutional transitions. In this research, we conducted a comparative multicase study on returnee entrepreneurs and local entrepreneurs in China. We found that at the early stage of venturing, returnee entrepreneurs emphasized formality more than informality, while local entrepreneurs stressed informality more than formality. However, the formality-informality balance among both returnee and local entrepreneurs converged over time in line with the institutional transition in China. Returnee entrepreneurs increased the emphasis on informality (but kept the dominant position of formality), whereas local entrepreneurs gradually shifted from informality to formality. The spatial pattern of asymmetrical balancing and the temporal pattern of transitional balancing are both rooted in the Chinese philosophy of Yin-Yang balancing.

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“…While world evolves, human knowledge develops. With the help of information and communication technologies, methods innovation and generation of ideas, this resource can have a special momentum [1].…”

Section: Literature Reviewmentioning

confidence: 99%