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ARTEMOCC 2015 :
1st ARTEM Organizational Creativity International Conference 26-27 March, 2015 - Nancy (France)
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Call for PapersCall for papers
The recent financial crises, the ongoing global shift towards new economic powers, protests against economic inequalities, increasing environmental concerns, and the accelerating pace of new technology development, are some of the challenges facing organizations today. It is essential that organizations respond to these challenges with creative, eco-efficient and eco-effective innovations that help conserve and improve natural, social and financial resources (Shrivastava and Statler, 2012). This could help companies to cope with the risks and challenges of the market, of workers, consumers and public demands for protecting the environment for present and future generations. Regardless of the sector, private or public, organizations must invest in creativity in order to provide internal and external responses that go beyond the current managerial tool-kit. Historically, the study of organizational creativity faced major impediments. Although it is considered to be a vital ability, which must exist in and across all organizations, knowledge about creativity is highly fragmented (Rickards et al., 2008). Scholars and practitioners from such different fields as psychology, arts, management, and engineering have kept their understanding of creativity within the boundaries of their particular practice or research disciplines. However, it has been demonstrated that creativity can be approached from cross-disciplinary perspectives to the benefit of organizations, and their role in modern societies (Sternberg & Lubart, 1991). Models are being developed, which create more comprehensive views of organizational creativity. These models support processes of exploring individual creativity (Amabile, 1996), introduce and explain creativity enhancing techniques (Rickards and Moger, 2000), and the relationships between creativity and sustainability (Ramus & Steger, 2000). Creativity can be at the origin of new production processes and structures, and lead to improved quality, efficiency and safety. In these perspectives, creativity is required as a catalyst for innovation of products and services, as source of resources and improved energy efficiency, and as a foundation for sustainable policies and practices (Shrivastava et al., 2012). ARTEM Organizational Creativity international Conference is in line with this reflection, and seeks to rethink paths on creativity to move organizations towards sustainability. The objective of this conference is to bring together academics, managers, professionals and doctoral students in areas such as engineering, arts and management to tackle the topic of organizational creativity in its different dimensions. Cross-field approaches that merge management techniques with aesthetics sensibility, engineering solutions with management perspectives, or management analysis with artistic tools could contribute to the provision of solutions that cater for the simultaneous need of financial soundness, organizational stability and sustainability. We especially welcome contributions that cover such approaches, exploring new frontiers for the practice of management in organizations. The conference is organized around a general theme track and five domain-specific tracks. The following are suggestions of contributions, per track: Creativity and Sustainability track
Creativity and environmental management initiatives
Creativity, Aesthetics and Management track
Creativity and Innovation track
Theoretical, empirical research work, state of the art reviews, cases studies, field studies and doctoral research in progress submissions will be considered. Aesthetic practices and artistic inquiries by artists, into organizational sustainability challenges are also welcome. Important Deadlines
References Amabile, T. M. (1996). Creativity and innovation in organizations (Vol. 5). Boston: Harvard Business School. Ramus, C. A., & Steger, U. (2000). The Roles of Supervisory Support Behaviors and Environmental Policy in Employee “Ecoinitiatives” at Leading-Edge European Companies. Academy of Management Journal, 43(4), 605-626. Rickards, T., & Moger, S. (2000). Creative leadership processes in project team development: an alternative to Tuckman's stage model. British Journal of Management, 11(4), 273-283. Rickards, T., Runco, M. A., & Moger, S. (Eds.). (2008). The Routledge companion to creativity. Routledge. Shrivastava, P. and M. Statler (Eds.) (2012). Learning From the Global Financial Crisis: Creatively, Reliably, and Sustainably. Stanford University Press, Palo Alto, CA. Shrivastava, P., Ivanaj, V., & Ivanaj, S. (2012). Sustainable development and the arts. International Journal of Technology Management, 60(1), 23-43. Sternberg, R. J., & Lubart, T. I. (1991). An investment theory of creativity and its development. Human development, 34(1), 1-31. Preliminary Programme Thursday, March 26, 2015 Friday, March 27 Guidelines for Authors Full papers presentation guidelines: maximum 7000 words, spacing 1 throughout, Times New Roman 10-point font, A4 size page formatting, 1 cm margins top and bottom, 1.5 cm margins right and left. Publication Participants of ARTEM OCC are invited to submit their papers for the special issue of Journal of Cleaner Production (2013 impact factor: 3.59) on "Organizational Creativity and Sustainability". More information: see call for Special Volume Registration Please fill the online registration form Conference fees Organizers ARTEM OCC 2015 is co-organized by the Alliance ARTEM (Art - Technology - Management) RECHERCHE: In partnership with: Co-Chairs Nuno GUIMARAES da COSTA Scientific Commitee Sid ABDELLAOUI, Université de Lorraine, Nancy, France Organization Commitee Tamym ABDESSEMED, ICN Business School Nancy-Metz, France Contact Email: creativity-conference@icn-groupe.fr Detailed information on the conference website at: |
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