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dc.contributor.authorMaimone, Fabrizio
dc.contributor.authorSinclair, Marta
dc.contributor.editorSlawomir Magala
dc.date.accessioned2017-12-18T01:44:27Z
dc.date.available2017-12-18T01:44:27Z
dc.date.issued2014
dc.date.modified2014-08-05T23:02:25Z
dc.identifier.issn0953-4814
dc.identifier.doi10.1108/JOCM-12-2012-0197
dc.identifier.urihttp://hdl.handle.net/10072/61878
dc.description.abstractPurpose - The aim of this paper is threefold: to provide a framework for a better understanding of the relationship between creativity, knowledge creation/sharing, and organizational change; to define the key elements at individual and collective level that may contribute to the development of organizational spaces that favour a climate for creativity and knowledge creation as precondition of "emergent change"; and to contribute to the development of a multi-perspective approach to creativity and knowledge creation in twenty-first century organizations. Design/methodology/approach - The paper begins with a review of the emergent non-linear change theories and the change-related processes of knowledge creation. It uses the metaphor of dance to explore the relationship between emergent change and knowledge creation and sharing, and identifies the main factors that may impact this relationship. Findings - The authors' framework suggests that the identified factors act as precondition to emergent change. These factors are critical for change management in organizations operating in today's chaotic environment. Practical implications - The authors' framework suggests that the identified factors act as precondition to emergent change. These factors are critical for change management in modern organizations. The authors propose guidelines and provide examples how to manage work spaces and facilitate the organizational dance. Originality/value - Even though the academic literature already offers some evidence about the role and the centrality of spontaneous change, this paper provides a systematic, multi-perspective approach to the understanding and management of social, cultural and individual characteristics of bottom-up organizational change, focusing on its fundamental aspects of creativity and knowledge creation.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherEmerald Group
dc.publisher.placeUnited Kingdom
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom1
dc.relation.ispartofpageto22
dc.relation.ispartofissue2
dc.relation.ispartofjournalJournal of Organizational Change Management
dc.relation.ispartofvolume27
dc.rights.retentionY
dc.subject.fieldofresearchBusiness systems in context not elsewhere classified
dc.subject.fieldofresearchMarketing
dc.subject.fieldofresearchcode350399
dc.subject.fieldofresearchcode3506
dc.titleDancing in the dark: Creativity, knowledge creation and (emergent) organizational change
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
dc.description.versionAccepted Manuscript (AM)
gro.rights.copyright© 2014 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
gro.hasfulltextFull Text
gro.griffith.authorSinclair, Marta


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