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- Managers' attitudes to creativity and innovation practices in the creative industriesPublication . Sousa, Fernando; Nunes, Florbela; Monteiro, IleanaThis article aims to demonstrate that the relationship between entrepreneurs' attitudes to creativity and business innovation practices is stronger in the case of creative industries. A sample of 454 managers of micro and medium-sized companies (94 belonging to creative industries) was surveyed using an inventory of innovative business practices and the scale of attitudes towards creativity. The results, derived from a linear regression model (two factors for the scale of attitudes - Leadership and Autonomy - and for the inventory of business practices - Performance and Strategy), confirmed the proposition by revealing the influence of the creative attitudes of managers regarding the company's innovative practices, fundamentally on Strategy, especially in the creative industries segment. The innovative manager appeared as a disciplined individual driven to collaborating with the employees. Although this research requires further evidence, the results suggest interesting characterisations of the managers who develop their activity in the cluster of creative industries.
- Adapting creative problem solving to an organizational context: a study of its effectiveness with a student populationPublication . Cardoso de Sousa, Fernando; Monteiro, Ileana; Walton, Andre; Pissarra, JoãoOwing to company time restrictions and concentration on project development, we began to reduce the duration of creative problem solving (CPS) sessions, and to give more emphasis to the action planning stage. Several changes in our CPS protocol, as well as in its duration, begged the question as to whether these changes were jeopardizing efficacy. To examine this question, six groups of ten university students, working under two different CPS protocols (a five-step method and a four-step method), and three control groups (using no CPS method), were given the same objective and similar conditions. This exploratory experiment compared group performance by change in team commitment, divergent thinking preferences, productivity and the participants' evaluation of the different methods. Results show that the CPS methods were both effective in changing participants' perspectives regarding divergent thinking and team commitment. In the control groups, however, there were no changes as a consequence of the sessions. Results also suggest that the same problem-solving effectiveness can be attained in a shorter time than that traditionally used, and without prior training in CPS. These findings open the door to developing new problem-solving techniques and team work processes, and to more efficient organizational creativity and innovation methodologies.