| 1. |
-
Creative economy and beyond : conference proceedings
- 2010
-
Proceedings (redaktörskap) (refereegranskat)abstract
- The discussion on creative economy has been one of the most prominent ones in the renegotiation of the relationship between the culture and the economy over the first decade of the new millennium. The economic turbulence and shifts in the market systems to post-industrial era have lead to re-thinking of the role of individual, processual, and systemic forms of creativity. By now, it has to be acknowledged that there is no longer just any one definition or empirical site for creative economy to enfold, rather it touches upon an ever growing part of the society and policy making. The dynamics reflected by the academic discussion on creative economy have given rise to explorations of immaterial work and knowledge in forms of intellectual capital, organising processes, the nature of work and creative content in many ways that are emphasising multiple focus areas and several ideological and scholarly starting points. This leads to enfolding of several possibilities for futures in the parallel realms of creative economy. In this sense we have already moved “beyond” and “after” the initiation of creative economy concept.It was from this pivotal point in time and place that the Creative Economy and Beyond conference took its cue. The purpose was to take stock of the evolving economic activities and creative landscapes, make note of the trends and driving forces in multiple sites and levels of creative fields. The focal point was not to end the discussion or amalgam one definite answer but to open the windows and look for the signs of changes; the ways into the multiple futures that lie ahead are enfolding. For this end the conference was built on broad themes in three tracks that all had their separate identity and starting point but a joint purpose to look beyond and bring the signals of what is happening to our present discussion in the field. The joint purpose was to push the boundaries and move beyond with eyes open.
|
|
| 2. |
- Smith, Peter B., et al.
(författare)
-
Demographic Effects on the Use of Vertical Sources of Guidance by Managers in Widely Differing Cultural Contexts
- 2005
-
Ingår i: International Journal of Cross Cultural Management. - : Sage Publications. - 1470-5958 .- 1741-2838. ; 5:1, s. 5-26
-
Tidskriftsartikel (refereegranskat)abstract
- Data provided by 7380 middle managers from 60 nations are used to determine whether demographic variables are correlated with managers’ reliance on vertical sources of guidance in different nations and whether these correlations differ depending on national culture characteristics. Significant effects of Hofstede’s national culture scores, age, gender, organization ownership and department function are found. After these main effects have been discounted, significant although weak interactions are found, indicating that demographic effects are stronger in individualist, low power distance nations than elsewhere. Significant non-predicted interaction effects of uncertainty avoidance and masculinity-femininity are also obtained. The implications for theory and practice of the use of demographic attributes in understanding effective management procedures in various parts of the world are discussed.
|
|
| 3. |
- Smith, Peter B., et al.
(författare)
-
In search of Nordic management styles
- 2003
-
Ingår i: Scandinavian Journal of Management. - : Elsevier. - 0956-5221 .- 1873-3387. ; 19:4, s. 491-507
-
Tidskriftsartikel (refereegranskat)abstract
- Previously published studies have indicated some distinctive aspects of Nordic management. Nordic managers have been consistently reported as individualistic but also more ‘feminine’ and employee-oriented, than those further south. In the present study, the ways in which managers from the five Nordic nations describe their role are compared with descriptions provided by managers from 42 other nations. Managers from each nation were asked to describe the degree to which they relied on each of eight sources of guidance in handling a series of everyday work events. Nordic managers reported relying more on subordinates and peers and less on formal rules and superiors than did other European managers. However, marked contrasts were also found between the Nordic manager samples. Predictions are derived from the results as to the types of difficulty most likely to occur within different Nordic collaborations.
|
|
