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  • 1
    Electronic Resource
    Electronic Resource
    Triggering Creativity in Teams: An Exploratory Investigation (2002)
    Oxford, UK and Boston, USA : Blackwell Publishers Ltd
    Creativity and innovation management 11 (2002), S. 0 
    Details
    ISSN: 1467-8691
    Source: Blackwell Publishing Journal Backfiles 1879-2005
    Topics: Economics
    Notes: Triggering, developing and maintaining creativity in teams is critical to the economic performance of the firm. This article presents an exploratory action research effort in a health care organization that focused on interaction patterns amongst team members, creativity and performance. The results indicate that the teams’ inquiry and dialogue into their interaction patterns have the potential of influencing creativity. Team interaction patterns were found to influence team performance. Directions for future research are discussed.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1111/1467-8691.00233
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  • 2
    Electronic Resource
    Electronic Resource
    Organizational learning mechanisms and continuous improvement: A longitudinal study (1997)
    Bingley : Emerald
    Journal of organizational change management 10 (1997), S. 426-446 
    Details
    ISSN: 0953-4814
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The firm's structural inertia seems to be a crucial roadblock in continuous improvement efforts. The management paradigm shift required in the transition towards a continuous improvement culture is from individual-based learning to system-based learning. Explores the role of an organizational learning mechanism in overcoming the barriers for continuous improvement. Examines the implications of the creation of a parallel learning structure mechanism and its concomitant impact on continuous improvement in a paper mill firm over an eight-year period. Concludes with the identification and discussion of some theoretical issues.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09534819710177530
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