| 1. |
- Hemlin, Sven, 1948, et al.
(författare)
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What is a creative knowledge environment?
- 2004
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Ingår i: Creative knowledge environments. The influences on creativity in research and innovation.. - Cheltenham, UK : Elgar Publishers.. - 1843765187 ; , s. 1-28, s. 1-28
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Bokkapitel (övrigt vetenskapligt/konstnärligt)
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| 2. |
- Allwood, Carl Martin, 1952, et al.
(författare)
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Creative knowledge environments
- 2013
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Ingår i: Carayannis, E. (ed.) Encyclopedia of creativity, invention, innovation and entrepreneurship. - NY: New York, USA : Springer. - 9781461438571 ; , s. 288-289
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Bokkapitel (övrigt vetenskapligt/konstnärligt)
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| 3. |
- Allwood, Carl Martin, 1952, et al.
(författare)
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Fyrkantig eller numerisk hermeneutik?
- 2000
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Ingår i: Vest Tidskrift för Vetenskaps- och Teknikstudier. ; 13:1, s. 70-73
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)
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| 4. |
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| 5. |
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| 6. |
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Creativity and leadership in science, technology and innovation.
- 2013
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Samlingsverk (redaktörskap) (övrigt vetenskapligt/konstnärligt)abstract
- Leadership is vital to creativity and successful innovation in groups and organizations; leadership is however seldom studied in the academic literature as a creativity driver. One reason for the lack of attention paid to leadership’s effect on creativity may be the common belief that creativity cannot and should not be managed. Creative individuals and groups are regarded as, and indeed often are, autonomous and self-driving. From this belief the erroneous conclusion is drawn that there is no need for leadership in creative environments and situations. The better conclusion, proposed by this book, is that leadership not only stimulates creativity, but that such a leadership in the science, technology, and innovation fields should specifically possess at least two features: a) expertise in the field(s), and b) an ability to create, support, and encourage individuals, groups, and creative knowledge environments.
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| 7. |
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| 8. |
- Denti, Leif, 1983, et al.
(författare)
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Leadership and innovation in organizations: a systematic review of factors that mediate or moderate the relationship
- 2012
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Ingår i: International Journal of Innovation Management. - 1363-9196. ; 16:3
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Tidskriftsartikel (refereegranskat)abstract
- A leader supports teams and individuals as they turn their creative efforts into innovations (leader as facilitator) and manages the organization’s goals and activities aimed at innovation (leader as manager). This review focuses on when and how leadership relates to innovation (i.e., the factors that moderate or mediate the relationship between leadership and innovation). The sample consists of 30 empirical studies in which leadership is treated as the independent variable and innovation as the dependent variable. In addition to reviewing moderating and mediating factors, we identified two factors where the findings are ambiguous. The review proposes three new factors that may mediate or moderate the relationship between leadership and innovation.
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| 9. |
- Denti, Leif, 1983, et al.
(författare)
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Rätt ledarskap gynnar innovativt arbete
- 2013
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Ingår i: I M. Kreuger, L. Crevani, L., & K. Larsen (Red:er), Leda mot det nya. En forskningsantologi om chefskap och innovation. - Stockholm : Vinnova. - 9789187537059 ; , s. 13-27
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Chefers agerande kan både underlätta och förhindra innovation! Chefer på alla nivåer är avgörande för nytänkande inom organisationer. Samtidigt är det medarbetarnas kompetens som skapar mervärde inom organisationer och som kan hitta lösningar på problem och tillvarata möjligheter. I dag är nya produkter ofta ett resultat av långvarigt samspel mellan människor både inom och mellan organisationer. Därför menar vi att det behövs en annan typ av ledarskap och kanske också medarbetarskap. Boken är skriven för dig som är chef, konsult eller har en HR-funktion.
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| 10. |
- Denti, Leif, 1983, et al.
(författare)
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What connects leadership and creativity? The mechanisms through which leaders may influence follower and team creativity
- 2013
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Ingår i: Creativity and Leadership in Science, Technology, and Innovation. - New York : Routledge. - 9780415834841 ; , s. 58-81
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Bokkapitel (refereegranskat)abstract
- Leadership is vital to creativity and successful innovation in groups and organizations; leadership is however seldom studied in the academic literature as a creativity driver. One reason for the lack of attention paid to leadership’s effect on creativity may be the common belief that creativity cannot and should not be managed. Creative individuals and groups are regarded as, and indeed often are, autonomous and self-driving. From this belief the erroneous conclusion is drawn that there is no need for leadership in creative environments and situations. The better conclusion, proposed by this book, is that leadership not only stimulates creativity, but that such a leadership in the science, technology, and innovation fields should specifically possess at least two features: a) expertise in the field(s), and b) an ability to create, support, and encourage individuals, groups, and creative knowledge environments.
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| 11. |
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| 12. |
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Handbook of Research on Leadership and Creativity
- 2017
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Samlingsverk (redaktörskap) (övrigt vetenskapligt/konstnärligt)abstract
- The rapid pace of technological change and globalization of products, competition and services have conspired to place a new premium on innovation for firms across the world. Although many variables influence creativity and innovation, the effective leadership of creative teams has proved especially important. This timely Handbook presents the state of the art for what leaders must do to lead creative teams and how they should do it. Handbook of Research on Leadership and Creativity is divided into three major sections. The first section on leadership functions identifies key activities that must be executed by leaders if creative efforts are to prove successful. The next section explains creative leadership using available theoretical models, examining the effects of leader behaviors on follower creativity. The final section investigates specific domains where organizations seek creativity. It covers the creative domains of research and development as well as military and academia, which have not traditionally been viewed as domains where creative leadership is critical. This comprehensive Handbook makes a significant contribution to the literature on creativity and innovation and will be welcomed as an accessible yet authoritative text by students, teachers and researchers alike.
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| 13. |
- Hemlin, Sven, 1948, et al.
(författare)
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Conclusion
- 2013
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Ingår i: Creativity and leadership in science, technology and innovation. edited by Sven Hemlin, Carl Martin Allwood, Ben R. Martin, and Michael D. Mumford.. - NY: New York, USA : Routledge. - 9780415834841 ; , s. 316-331
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Bokkapitel (refereegranskat)
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| 14. |
- Hemlin, Sven, 1948, et al.
(författare)
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Creative Knowledge Environments
- 2008
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Ingår i: Creativity Research Journal. - : Informa UK Limited. - 1040-0419 .- 1532-6934. ; 20:2, s. 196-210
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Tidskriftsartikel (refereegranskat)abstract
- The extent to which an individual’s (or a group’s) creative potential is expressed depends considerably on the environment in which that individual (or group) works. To understand scientific and technological creativity, one needs to analyze the interactions between individuals or groups and their environment. We put forward the concept of a creative knowledge environment (CKE) to examine the environmental influences on individual and group creativity.After reviewing the research literature relevant to creativity using the CKE framework, we identify themain influences promoting creativity at different levels of organization. The framework provides suggestions as to how best to stimulate CKEs to be more creative. The article concludes by identifying issues where further research is needed.
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| 15. |
- Hemlin, Sven, 1948
(författare)
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Creative knowledge environments: An interview study with group members and group leaders of university and industry R&D groups in biotechnology
- 2008
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Ingår i: G. J. Puccio, C. Burnett, J.F. Cabra, J.M. Fox, S. Keller-Mathers, M.C. Mathers, & J.A. Yudess (eds.). Creativity & innovation management. The 2nd community meeting. Integrating inquiry and action. Proceedings.May 28th-30th, 2008, Buffalo State College, Buffalo, New York.. ; :Book 1, s. 254-265
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Konferensbidrag (refereegranskat)abstract
- In this study it is shown that an effective knowledge management is paramount to a creative knowledge environment of R&D groups in cutting-edge fields like biotechnology. This is to a great extent a group leadership task. Moreover, group leaders emphasized how to organize for creativity, while members were more concerned about doing creative R&D. Both parties highlighted group climates as conducive to creative outputs. Theoretical starting points were taken in creativity seen as enhanced by the environment rather than by individual characteristics. Data were collected by open and oral interviews of thirty R&D groups (n=87), one leader and two members from each, in academic and industrial biotech R&D in Sweden which is a top ranked innovative nation. Data were analysed by content and categorized accordingly. Further research on creative micro environments should focus on leadership issues and knowledge management.
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| 16. |
- Hemlin, Sven, 1948
(författare)
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Creative Knowledge Environments: An Interview Study with Group Members and Group Leaders of University and Industry R&D Groups in Biotechnology
- 2009
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Ingår i: Creativity and Innovation Management. - : Wiley-Blackwell Publishing Ltd.. - 0963-1690 .- 1467-8691. ; 18:4, s. 278-285
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Tidskriftsartikel (refereegranskat)abstract
- This study shows that effective knowledge management is essential in a creative knowledge environment of R&D groups in cutting-edge fields such as biotechnology. To a great extent, knowledge management is revealed as a group leadership task. Moreover, group leaders emphasize group organization as a way to generate ideas, while group members are concerned with creative leadership. Group climates are unanimously perceived to be conducive to creative output. Theoretical starting points taken in creativity are seen as fostered by the environment rather than by individual characteristics. Data were collected by semi-structured, oral interviews (N = 84) with group leaders and group members at universities and biotechnical companies in Sweden. Data were analysed by content and categorized accordingly. Future research on creative micro-environments should focus on leadership issues and knowledge management.
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| 17. |
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| 18. |
- Hemlin, Sven, 1948, et al.
(författare)
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Creativity-Stimulating Leadership: A Critical Incident Study of Leaders' Influence on Creativity in Research Groups
- 2011
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Ingår i: Creativity and Innovation Management. - 1467-8691. ; 20:1, s. 49-58
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Tidskriftsartikel (refereegranskat)abstract
- This study examines how group leaders in academic and industrial research settings stimulate creativity in group members. The study uses a modified version of the critical ncident technique to collect creative incidents as perceived and reported in interviews with research group members. These incidents were content analysed according to the reported creative situation and the creativity-stimulating leadership behaviours. Reasons for the importance of the incidents are given (each incident is subdivided into categories and subcategories). The highest ranked categories deal with how leaders provide expertise in research meetings and in supervisory situations, in particular for the advancement of research. Four types of creativity-stimulating leadership behaviours are also discussed. The study finds few differences between how leaders in universities and industries stimulate creativity.
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| 19. |
- Hemlin, Sven, 1948, et al.
(författare)
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Creativity-stimulating leadership in R & D groups
- 2017
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Ingår i: Handbook of Research on Leadership and Creativity. Michael D. Mumford and Sven Hemlin (red.). - : Edward Elgar Publishing. - 9781784715465 ; , s. 458-476
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- This chapter reports on a study that showed how followers in academic and industrial R and D groups perceived when and how group leaders stimulated their creativity as well as why they this was believed to be creative. A modified version of the critical incident technique was used in interviews with followers to collect creative incidents. Data were subject to a content analysis. The procedure resulted in six situational, six behavioral and six reason categories. The highest ranked categories according to frequency of behavioral incidents dealt with how leaders provided expertise. This was typically done in situations of research meetings and supervision. The most frequent reasons were attributed to the advancement of research. University and industry respondents to a great extent reported similar incidents, but a few differences were found. Leader behavior when stimulating creativity in R and D groups is discussed. Finally, limitations, further research and implications of the study are suggested. © Michael D. Mumford and Sven Hemlin 2017. All rights reserved.
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| 21. |
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| 22. |
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| 23. |
- Hemlin, Sven, 1948
(författare)
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Kreativa kunskapsmiljöer i bioteknik
- 2008
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Bok (övrigt vetenskapligt/konstnärligt)abstract
- Hur påverkas kreativitet och innovationsförmåga hos forskargrupper i bioteknik av sociala, kunskapsmässiga och fysiska miljöfaktorer? I sin bok Kreativa kunskapsmiljöer i bioteknik tar psykologen Sven Hemlin sin utgångspunkt i forskargruppens miljö snarare än i den enskilde forskaren för att studera kreativ verksamhet. Författaren bygger sina slutsatser på studier av forskningsledare och forskare verksamma i biotekniska grupper vid svenska universitet och företag. Resultaten visar uttalanden som ledare och forskare gjort var för sig om kreativa miljöer. Läsaren får också reda på hur svaren skiljer sig mellan universitets- och företagsgrupper och mer eller mindre framgångsrika forskargrupper. I slutsatserna som Hemlin drar presenteras ett recept i nio punkter där det bland annat framgår att en kreativ forskarmiljö kännetecknas av ett öppet, respektfullt gruppklimat med god atmosfär samt ett ledarskap som stödjer och kan ge återkoppling på idéer. Boken vänder sig i första hand till forskare och forskningsledare vid universiteten och i industrin, men även till andra läsare som har intresse av kreativa miljöer.
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| 24. |
- Hemlin, Sven, 1948, et al.
(författare)
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Leaders’ enhancement of leader–member exchange (LMX) relationships: An examination of leaders’ cognitive support and knowledge resources in research groups
- 2012
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Ingår i: Academy of Management The informal economy Boston 2012.
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Konferensbidrag (refereegranskat)abstract
- We examined the effects of the Cognitive Support and Knowledge Resources that leaders provide their followers in a sample of 166 academic and commercial researchers in Sweden. Our goal was to investigate whether these two task-related variables were antecedents of followers’ perceptions of leader-member exchange (LMX). Specifically, we used multilevel modelling to investigate the effect of leader-provided Cognitive Support and Knowledge Resources in relation to the four sub-dimensions of LMX (LMX-MDM): Affect, Loyalty, Contribution, and Professional Respect. As we hypothesized, we found that both Cognitive Support and Knowledge Resources, with one exception, related to the four sub-dimensions. The exception was the failed association between Cognitive Support and Loyalty. We conclude that in knowledge-intensive settings, the Cognitive Support and Knowledge Resources leaders provide their followers are important variables that influence the quality of leader-member relationships.
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| 25. |
- Hemlin, Sven, 1948, et al.
(författare)
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Leading for creativity: functions, models, and domains
- 2017
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Ingår i: Handbook of Research on Leadership and Creativity. - Cheltenham, Glos, UK. Northampton, MA, USA. : Edward Elgar Publishing. - 9781784715458 ; , s. 1-13
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Bokkapitel (refereegranskat)
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