Creative Workplace Research Articles

Brands and Audiences: An Interview with Suzanne Persechino

Abstract: This article presents an interview between Joanna Jenkins, a creative scholar-practitioner and affiliated faculty member at Saint Joseph's University, and Suzanne Persechino, senior vice-president of revenue research at A+E Networks, on a variety of topics: the impact of media and advertising on society, strategies for brand engagement, and pathways for professional development. Persechino also highlights the role of advertising in connecting celebrities with audiences and the need for ethical influence. The discussion extends to brand monetization techniques that emphasize consumer experience and innovative engagement methods. The conversation also covers how to foster an inclusive and creative workplace culture, the importance of educational curricula that prepare students for real-world challenges, and advice for emerging professionals on how to leverage social media for career advancement. Persechino advocates for partnerships between academia and the industry, suggesting a collaborative approach for the future success of students as well as the understanding of advertising's place in society and culture.

Paradoxical leadership and employee creativity: knowledge sharing and hiding as mediators

PurposeThis study aims to explore the mediating role played by the contradictory behaviour of knowledge sharing and knowledge hiding in the relationship between paradoxical leadership and employee creativity.Design/methodology/approachA survey was conducted with 276 employees working in information technology firms in India. “To assess the relationship between the constructs, single and parallel mediation analysis of structural equation modelling (SEM) and confirmatory factor analysis (CFA) have been performed”.FindingsThis study found that paradoxical leadership is significantly associated with employee creativity. Besides, it has also been found that knowledge sharing has emerged as a mediator that explains the relationship between paradoxical leadership and creativity, while knowledge hiding has not been a mediator to explain the relationship between paradoxical leadership and creativity among employees. According to the study, it was found that discouraging knowledge-hiding behaviour can increase employee knowledge sharing, which in turn fosters employee creativity.Research limitations/implicationsResearch has examined the relationship between paradoxical leadership and employee creativity in this paradigm, as well as the roles of knowledge sharing and knowledge hiding as mediators.Practical implicationsThe results of this study will help top management to create strategies for enhancing the relationship between a leader and their subordinates by using effective knowledge management strategies that foster employee creativity. Employee creativity would be facilitated effectively by the paradoxical leader who regulates knowledge-hiding behaviour among employees and promotes knowledge-sharing behaviour.Originality/valueThis study addresses the gap in prior research by investigating the role of paradoxical leadership in managing the contradictory behaviours of knowledge sharing and hiding and their impact on employee creativity. As the motivation for knowledge sharing and hiding are inherently distinct, leaders with paradoxical qualities foster a culture of openness and trust to encourage knowledge-sharing while discouraging knowledge-hiding behaviour. By controlling knowledge-hiding behavior empowers employees to make meaningful contributions to the organization’s success through effective collaboration and teamwork, allowing for a more innovative and creative workplace. Because preventing knowledge-hiding behaviour is a means to promote knowledge sharing and ultimately foster creativity in an organisation. Overall, this paper offers unique insights into the intricate dynamics of knowledge management and provides valuable recommendations for leaders managing employees exhibiting contradictory behaviours in the workplace.

Exploring the Impact of Sustainability Control Systems on Employees’ Green Creativity: The Mediating Role of Psychological Empowerment and Sustainability Learning Capabilities

This paper investigates how sustainability control systems (SCSs) drive employees’ green creativity (EGC) with the purpose of assisting organisations in the Sri Lankan manufacturing sector to improve their environmental sustainability performance. Managers and staff of manufacturing firms often lack awareness of environmental issues, which leads to unsustainable strategies. EGC has been identified as an important resource for devising sustainable strategies. SCSs drive employee behaviour and support EGC by fostering a creative workplace. Utilising Simons’ Levers of Controls (LoC) framework, a mediation model incorporating psychological empowerment (PE) and sustainability learning capabilities (SLCs) is tested to provide insights on how SCSs influence EGS. Survey data collected from 239 organisations in the Sri Lankan manufacturing sector were analysed using the PLS-SEM method. The results confirm the full mediating roles of PE and SLCs on the link between SCSs and EGC. This demonstrates the importance of empowering employees and enhancing their learning capabilities to encourage EGC. This study contributes to Simons’ LoC framework by incorporating sustainability dimensions into management control systems (MCSs), and extends the extant body of knowledge by providing a specific understanding of the mechanisms driving EGC through PE and SLCs.

LEADERSHIP STYLE AND EMPLOYEE RETENTION IN HIGHER EDUCATION SECTOR OF PAKISTAN

Creativity at the workplace is a key factor that enables organizational growth and development, there better leadership skill is crucial for creating an environment for raising a creative workplace. This study empirically analyzes the leadership styles adopted in the Higher Education Sector of Pakistan and their impact on the retention of employees, incorporating transactional leadership, transformational leadership, and innovative environment as independent variables, and employee retention as the dependent variables. Further, this study assimilated the role of diversity on employee retention as moderators considering it elements. From the diversity context, this study mainly relies on demographic information only and discusses the moderating impact of gender of respondent, gender of supervisor, education level, and employment status as a model to interpret the impact. For the empirical analysis of the study the digital questionnaire has been distributed and received 411 respondents from the Higher Education Sector. SPSS has been used for the analysis. The studies concluded that transformational leadership is significant in the Higher Education Sector of Pakistan and all the four factors of diversity are not moderating in this set of data. Keywords: Leadership, Transactional Leadership, Transformational Leadership, Innovative environment, Diversity. Gel Classifications: M14, L14, I23

Do Different Levels of Management Impact Employee Intrapreneurial Behavior Independently? A Multi-Mediation Analysis

Emerging trends and economic growth have given managers possibilities while posing challenges to conventional management practices. Managers must develop innovative approaches to coping with these difficulties. They may be able to overcome new obstacles and foster a creative workplace where workers are inspired to come up with fresh ideas with the aid of these new ways of working. Thus, enabling intrapreneurial conduct. This study looks at the characteristics that new ways of working create to drive employees to engage in intrapreneurial conduct, as mediated through social interaction and transformational leadership. Collecting a sample of 300 respondents from the informational technology industry, this study tested a multi-mediation model using PLS-SEM. The study concluded that combined social interaction and transformational leadership partially mediates the relation between new ways of working and employee intrapreneurial behavior. The study also focused on the moderating role of each management level and found that middle-level management foster employee intrapreneurial behavior stronger than first and top level. This study further paves the way for practitioners and researchers by presenting implications and providing future directions.

"A Study on Employee’s Perception of Organizational HR Practices and its Culture"

An organization or association's Human Resources (HR) division is generally answerable for making, placing into impact, and managing arrangements overseeing laborers and the relationship of the association with its employees.Association working society is going to characterize the worker discernment about the association and HR Practices. In the present circumstance, numerous associations are centering to establish representative well-disposed climate and working conditions. Because of the awful Culture, hostile HR practices, and Covid - 19 circumstances numerous representatives are finding employment elsewhere or they are changing their workplace from one association to another association and it's additionally someplace turning into the pattern of the representatives in the association. The company needs to understand the needs and wants of the employee so that once the employee has the job satisfaction that they require through monitory aspects or growth aspects then they can fully devote themselves towards the growth of the company. HR Department plays a major in this particular segment as they can help the employees in many ways. HR can help the employee’s growth through various training and development programs as well as giving them a creative workplace. HR needs to do all the tasks along with a touch of sympathy or empathy.There are a lot of areas that the HR department as well as the organization as a whole can look into and improve. The study conducted which such a small sample size was very helpful to understand the perception of the employee in a more elaborate manner.

Creative Potential through Artificial Intelligence: Recommendations for Improving Corporate and Entrepreneurial Innovation Activities

This paper shows how start-ups or established organizations can improve their creative performance via using AI-based systems to actively promote creative processes. With insights from two studies conducted with entrepreneurs, innovation managers, and workshop facilitators, we provide recommendations for companies and entrepreneurs on how they can use AI to support creative potential to remain innovative and marketable in the long term. Our studies cover aspects such as AI for entrepreneurial activities or creativity workshops and show how to use AI-based systems to enhance the creative potential of the person, the process or the press (environment). Our findings also provide theoretical insights into perceiving AI as an equal partner and call for further research on designing AI for the future creative workplace.

The Impact of Job Demands and Organizational Culture on Work Performance, Burnout, and Job Satisfaction in Healthy Family and Multicultural Family Support Centers during the Covid-19 Pandemic

This study examined the impact of job demand and organizational culture on new task difficulties, burnout, and job satisfaction using a survey data of 145 family specialists in Healthy Family and Multicultural Family Support during the COVID-19 pandemic. We used the job demand-resources model and the competing values model to categorize the four dimensions of organizational culture as a conceptual framework for this study. We found that the mean of work overload was higher than the means of job conflict and job ambiguity. Our latent profile analysis proposed four profiles of organizational culture: cultural absence type, authoritative culture type, middle cultural balance type, and high cultural balance type. The results of multiple regression analyses showed that work overload was positively associated with difficulties in new task performance and burnout, job ambiguity was positively related to burnout, and job conflict and ambiguity were negatively related to job satisfaction. These findings imply that the higher the job demands reported by family specialists, the higher the level of burnout and the lower the job satisfaction. In addition, organizational culture was a unique predictor of burnout and lower level of job satisfaction. Family specialists in the groups with a high cultural balance were Family specialists in the groups with a high cultural balance were more likely to have lower levels of burnout than those in the culture absence and in the middle culture balance, and higher job satisfaction than the other groups. The results suggest that management strategies to build a creative workplace culture can prevent burnout and improve job satisfaction.

Gender and support for creativity at work

Although innovation is vital for the success of organizations, many may not be capitalizing on the creativity of all workers. Gender bias in attributions of creativity may lead to an imbalance in the extent to which organizations support the creativity of men and women. Because organizational support for creativity is positively associated with creative outcomes, this may undermine the creativity of women in the workplace. To determine if gender influences creative workplace behavior through support for creativity, conditional process models were used to analyze the survey responses and external employment data of workers (N = 14,590) across industries in the US. Our analyses demonstrate that men report greater support for creativity in the workplace than women, and greater support for workplace creativity leads to more frequent creative workplace behaviors. The proportion of women employed in an industry influences this relationship, such that differences between men and women become smaller as the proportion of women in an industry increases. However, the level of creativity required in an occupation does not influence the relationship between gender and creativity. The theoretical and practical implications of these results are discussed.

The Effect of Workplace Design on Employee Engagement, Collaborative Capability, and on Perceived Work Performance in Coworking Spaces

Coworking spaces phenomenon is rapidly growing across the countries of North America, Europe, and Asia. Owing to its functional work environment, it offers co-workers a collaborative atmosphere that makes them more involved at work. The research study aims to describe the causal relationship of workplace design to perceived work performance through the mediating roles of employee engagement and collaborative capability with the use of Structural Equation Modeling (SEM).The total of 350 co-workers aged 18-60 years old, from 27 different co-working spaces in Metro Manila, Philippines participated in the study. The findings of this research revealed that workplace design has no direct effect on perceived work performance; however, perceived work performance improves when coworkers are more engaged and have better collaborative capability. Nonetheless, the rest of the hypothesized premises were affirmed in the result of this study. This paper can help the HR managers and the business centers to create a more flexible and constructive workplace setting for their employees. Further, the results can be used as a basis for the fundamental shift of the traditional workspace into a new creative workplace.

The importance of creative and positive workplace culture: A case study on how creative initiatives foster better relationships, resilience and mindfulness at work for Special Education Teachers.

The importance of creative and positive workplace culture: A case study on how creative initiatives foster better relationships, resilience and mindfulness at work for Special Education Teachers.

A Systematic Review of SCRUM in Software Development

Scrum is a part of agile software development which also called incremental software development model. Scrum methodology commonly used to overcome uncertain condition and tight deadline. Scrum consists of three roles, they are product owner, development team, and scrum master. Scrum can be implemented on many areas such as development of education mobile application, integration of document management system, strengthen IT development centers, and many others. The successful of Scrum implementation depends on the skill and knowledge of the team members. The Scrum also has several risk factors and therefore needs risk management approaches. A comparison between agile and waterfall model is also discussed. The Scrum performance can also be tested with certain ways. Scrum used to make sure that all parts of the software can be delivered on time. The other benefits, scrum can make creative and productive workplace, and scrum can also increase business value.

(Un-)becoming Chinese creatives: transnational mobility of creative labour in a ‘global’ Beijing

ABSTRACTDrawing on qualitative research conducted on transnational creative workers in Beijing, this article shows how the vibrant interaction between global cultural industries and the local Chinese economy propels transnational labour mobility and affects the subjectification of transnational creative workers. Having come to China to enhance their careers, these professionals have been incorporated into the Chinese creative workforce, contributing to the Party State’s aspiration to use creativity as a growth engine for the economy and as a form of soft power. In terms of these workers’ everyday experience, however, China’s aspiration to ‘foreign creativity’ does not necessarily guarantee a privileged life. The State’s restrictions on migration and the insecure working circumstances within the Chinese creative workplace discourage these transnationals from fully integrating in Chinese society and the Chinese labour market. At the same time, this research shows that the precarious lives led by transnational creative workers in Beijing are also productive and generate the conditions for a situated cosmopolitan subjectivity. Such a cosmopolitan subjectivity fosters respect for cultural difference and relations of mutual understanding and care among both international and local subjects.

“Engineering” innovation

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsIncreasing innovation is a challenge for organizations, especially in the public sector, to achieve better and more effective services. This paper uses a multi-level model to look at what organizational factors are involved in the engineering profession in Australia for innovation and thus employee satisfaction at work. Having a supportive leader and improving an innovative culture would increase a creative workplace environment, leading to staff engagement and retention, and ultimately to better impact and service.Originality/valueThe 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.

Creative workplace behavior

Creative workplace behavior

Filmmaking education and enterprise culture: an ethnographic exploration of two filmmaking education contexts and their relation to bedroom culture and the creative workplace

ABSTRACTFilmmaking education has never been firmly integrated into schooling and in past years has suffered from cuts to funding for formal and non-formal arts education and youth work. It continues to exist only by drawing on creative industry and cultural consumption practices as well as state funding. In this paper, we explore the filmmaking education contexts we encountered while doing our own pieces of year-long ethnographic research. These contexts import ‘enterprising’ ways of thinking, doing and being from the creative workplace and ‘bedroom culture’. Located across life’s domains, they address enterprising subjects who take pleasure in work, make use of leisure and are always learning. We argue that these filmmaking education contexts support young people to develop their private creative practice and introduce them to the possibility of work in the creative industries but, because of the enterprise culture in which they are entangled, uncritically address these young people as enterprising subjects.

How Can Creative Workplaces Meet Creative Employees?

The aim of this study is to identify the individual and contextual factors that facilitate or hinder employees’ creativity. However, in this paper the literature is also referring to critical factors that impact employees’ creativity. According to the creativity’s state of the art, we focused on factors based on creativity’s 4P, choosing Person (characteristics of creative persons) and Place (environmental factors that influence creativity). Considerable research efforts have been invested to explore the possible connections between these two domains by investigating the Hungarian labour market. We found that the probability that a creative person works in a creative workplace is twice greater than that of the case of a non-creative person. This study presents the requisites of a creative workplace so that employees’ creativity can be developed and a kind of work environment which facilitates organizational creativity can be created. First, we have collected and presented the best practices of recruitment-tools which help managers to hire the most creative applicants. With these two components, i.e. finding creative workers and securing them a creative friendly environment, the business success is guaranteed.

Xerox and the Vision Quest

Xerox Production Manager Jim Deese has an employee who is uncomfortable with the company's “vision quests” (creative and spiritual retreats). Xerox began conducting these vision quests as a means of invigorating production and innovation at the company, which had struggled over the years with product development and increasing competition. Some studies have shown that incorporating some element of spirituality helps to generate a happier and more creative workplace. Nonetheless, the employee questions the vision quests and the company's other mildly spiritual practices, and Deese must decide how to respond. Excerpt UVA-E-0367 Rev. Oct. 4, 2013 Xerox and the Vision Quest At the close of a busy workday, Xerox Production Manager Jim Deese found himself thinking about a conversation he had had earlier in the day with Assistant Manager Mike Biggs, who had recently been hired right out of business school. Biggs had confessed to Deese that several aspects of the Xerox culture troubled him. Primarily, Biggs had been surprised to learn that all Xerox employees were strongly encouraged to participate in the company's creative and spiritual retreats, also known as “vision quests,” a Native American term indicating the journey one took to achieve higher spirituality. Biggs admitted to Deese that he was an atheist, a fact that he kept to himself, and that he was not comfortable with anything involving spirituality in the workplace. Deese had explained the origin and nature of these quests, emphasizing that religion was not involved, but Biggs was troubled that they even existed. As Deese thought about the conversation, he reflected back on his 20 years with Xerox and the company's culture of creativity, which often seemed to border on spirituality. Starting in the early 1990s, Xerox began conducting these vision quests as a means of invigorating production and innovation at the company, which had struggled over the years with product development and increasing competition. In these vision quests, sometimes over 300 employees would spend 24 hours in remote locations such as New York's Catskill Mountains or New Mexico's deserts, equipped with only sleeping bags and water. Employees were encouraged to use this time to think about infusing greater creativity into the design and redesign of Xerox products. One legendary story was that, after seeing a Xerox paper carton floating in an oil puddle in the middle of a swamp, company engineers vowed to design and build more recyclable products. Deese had heard that this event was behind the creation of the 97% recyclable and highly successful Xerox 265 Digital Copier. As a follow-up to these vision quests, Xerox incorporated other Native American customs, such as talking circles in which a stone was passed around and only the person holding the stone could talk, thus emphasizing the power and importance of listening and being receptive to others' thoughts. So successful had Xerox been in utilizing these Native American customs to foster creativity that several other companies had visited the company's Rochester, New York, headquarters to learn more. . . .

The Office as a Mixing Pot and Playground. An Ethnographic Study at a Creative Workplace

This paper aims to contribute to knowledge of the factors which inform the grouping of creative workers in particular places. It is based on a case study of Aragón, a region of Spain, and draws on a period of nine months of ethnographic work among a particular group of creative workers. The main hypothesis is that there are visual components in the work environment that are stimulating for workers and there is a number of creative flows in these workspaces. I have selected one office that is occupied by two different groups of creative professionals: web designers and programmers. The research concludes that there is evidence that a shared set of cultural values, ideas about work organization, and a hybrid work-life balance are significant to the location choices of creative workers. The research is relevant as a contribution to knowledge about how creative places work.

Creative workplace characteristics and innovative start-up companies

PurposeThis study aims to investigate the characteristics of the physical work environment that are known and used in practice to promote creativity for innovative start-up workplaces. The first part of the study identified these characteristics from a content and visual analysis, and examined the current state of implementation of these characteristics in the work environments of innovative start-up companies. The second part of the study examined criticalness and practicality of these characteristics in the workplace with a group of experts in the workplace design, evaluation and management.Design/methodology/approachA content and visual analysis for written and visual images was conducted to identify a comprehensive list of characteristics of the physical work environment critical to creativity of the workplace. With the seven characteristics identified, an instrument was developed and interviews were conducted to assess the physical work environments of 22 innovative start-up companies in Michigan. Following up the interviews, an expert group was formed with 26 professionals including architects, interior designers, facility managers and CEOs. A survey was conducted with them to understand the significance and implementation issues among the seven characteristics.FindingsThe most frequently incorporated characteristics in the innovative start-up companies in Michigan were spaces for idea generation, technology interface for collaboration and spaces for a short mental break or social hangout. The three most important physical work environmental characteristics for companies to produce creative, innovative ideas and products/services for growth and market competitiveness were balanced layout, technology interface for collaboration and spaces for idea generation.Originality/valueThe study provides a comprehensive framework to evaluate creative workplace regarding the physical environment. It also offers insights on the work environments of the innovative start-up companies for increased creativity and innovation performance in the workplace.