Creativity at Work

Zusatztext

<div><div>This book brings together leading scholars in the field of creativity to provide an overview and examination of the work of Teresa Amabile, a pioneer of research on organizational creativity. The authors explore Dr. Amabiles contributions to the modern study of creativity in organizations and her influence on current research. Further, they also reflect on how her work might be used to advance future research, particularly in the areas of componential theory and its extension as well as the consensual assessment technique. The contributors include both eminent and emerging scholars and their diverse backgrounds can be seen to reflect the breadth of the impact of Teresa Amabiles work across the areas of the social psychology of creativity, creativity measurement, and application of this knowledge to understanding creativity and innovation in the workplace. </div><div><br></div><div>This book will provide an invaluable resource to students and scholars of social psychology, creativity studies, industrial and organizational psychology, business and management.</div></div><div><br></div><div><br></div><p><br></p><p><br></p>

Autorenportrait

<div><div><div><b>Roni Reiter-Palmon</b> is Professor of Industrial and Organizational (I/O) Psychology, and Director of Innovation at the Center for Collaboration Science at the University of Nebraska, Omaha, USA. She is also the Series Editor of <i>Palgrave Studies in Creativity and Innovation in Organizations</i>.</div><div><b> </b></div><div><b>Colin M. Fisher </b>is Associate Professor of Organisations and Innovation at University College London, UK. His research deals with leading, helping, and coaching teams and individuals in situations requiring collective creativity, improvisation, and effective decision-making, with a focus on how temporal issues shape group processes and outcomes. </div><div><b> </b></div><div><b>Jennifer S. Mueller </b>is Associate Professor of Management at the University of San Diego, USA. Her research examines implicit beliefs that harm effective collaboration, assessments of leadership potential, as well as the recognition of creative ideas.</div></div></div><div> </div>

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