Call For Papers - IOBC 2018
The Fourth Israel Organizational Behavior Conference (IOBC)
January 2nd-4th, 2018
submission of papers is closed
Creativity and Innovation in Organizations and Organizational Science
Following the success of the previous Israel Organizational Behavior Conferences (IOBC) we are pleased to announce the call for papers for the Fourth IOBC, to be held at Tel Aviv University on January 2nd – 4th, 2018. Sponsored by Tel Aviv University, Technion, and Ben-Gurion University, and co-sponsored by the the Organizational Behavior Division of the Academy of Management (AOM), and Academy of Management Discoveries, this fourth conference will focus on creativity and innovation in organizations and organizational science.
The tentative program features Professor Teresa Amabile (Harvard), Professor Jack Goncalo (University of Illinois) and Professor Brian Uzzi (Kellogg, Northwestern) as prominent keynote speakers. The IOBC will offer a unique opportunity to explore recent developments and new directions in creativity and innovation. The conference will also provide numerous opportunities to share work-in-progress, receive feedback and interact with leading scholars in the field with the hope of forging fruitful and ongoing collaborations.
As our world becomes more complex, global and dynamic, creativity and innovation have become increasingly important for organizational performance and long-term effectiveness (Amabile, 1996; Padgett & Powell, 2012). Creativity and innovation are multilevel and emergent phenomena that require skillful leadership, supportive organizational environments, and advantageous structural positioning (Anderson, Potonik, & Zhou, 2014; Cattani & Ferriani, 2008; Gupta, Tesluk, & Taylor, 2007; Sgourev, 2013). In the last 30 to 40 years, considerable research has provided valuable insight on factors that can stimulate creativity, such as personal characteristics (Hirst, Knippenberg, & Zhou, 2009), affect and emotions (Amabile, Barsade, Mueller, & Staw, 2005; Fong, 2006) motivation (Grant & Berry, 2011; Shalley, 1991), leadership (Mainemelis, Kark, & Epitropaki, 2015), peer- and inter-organizational networks (Ahuja, 2000) and cultural and institutional forces (Hargadon & Douglas, 2001; Shalley, Zhou, & Oldham, 2004; Tadmor, Galinsky, & Maddux, 2012). Research on teams and organizations has further identified structures and processes that can cultivate innovation (Hülsheger, et al., 2009; Miron-Spektor, Erez, & Naveh, 2011; Somech & Drach-Zahavy, 2013; West & Anderson, 1996). But the more we learn about creativity and innovation, the more questions emerge, demanding that we as scholars develop more nuanced, multilevel and dynamic models that are able to offer a more fine-grained understanding of such processes and their broader implications for management and organizations (Amabile & Pratt, 2016).
In this context, we welcome submissions relating to the themes of creativity and innovation in organizations. We invite research with different methodologies (i.e., quantitative and qualitative), and orientations drawing from micro, meso, and macro theoretical perspectives. We welcome studies that consider factors affecting our ability to generate, identify, develop, evaluate, and implement creative ideas in different contexts, investigate the multilevel and dynamic nature of creativity and innovation, and that uncover the potential positive and negative consequences of creativity and innovation for a wide variety of stakeholders. These studies might, for example, examine:
- What are the similarities and differences between the processes of successful idea generation, idea selection, and idea implementation? How do creativity and innovation differ and interact across levels of analysis? How does the creativity and innovation process unfold over time?
- What role do organizational and team hierarchy (e.g., power, status, income) and leadership play in creativity and innovation? Which contextual or individual factors can condition these effects of hierarchy or leadership?
- What role do paradoxes, tensions, and dualities at the individual, organizational, and inter-organizational levels play in creativity and innovation? What is the role of 'play' in the creative process?
- What factors improve and hinder accurate creative forecasting? What makes some people better creative forecasters than others and when are the most creative ideas overlooked?
- How can organizational cultures and industry climates act as facilitators or inhibitors of innovation within and across organizations?
- Is there a dark side to creativity? When are creativity and innovation counter-productive? What are the costs of creativity and innovation at the individual, team, or organizational level of analysis?
- What role do various stakeholders such as customers and suppliers play in innovation? What are the causes, processes, and effects of creativity stemming from outside the organization? How can customer relationships be changed to spur greater creativity? How do social networks affect the process?
- How do internal and external social media and social networks affect idea generation, implementation, and dissemination in organizations and industries?
- How has globalization impacted the creative process? How do different actor-context interactions influence creative processes across cultures? Which factors maximize and minimize virtual teams’ potential for creative success?
- When do constraints hamper or entice creativity? Do they differentially impact different phases of the creative process? How do they influence motivational processes related to creativity? Do they differentially influence different people in the organization?
- What role does affect play in creativity? How do specific positive and negative emotions at the individual, team, or organizational level influence creativity and innovation? What role do emotion regulation and emotional intelligence play in the creative process?
Notably, the field of organizational science itself is demanding a heightened level of creativity and innovation. Such creativity and innovation can be manifested in the form of new theory, the examination of new or poorly understood phenomena, and/or the adoption, advancement or development of state-of-the-art analytic approaches. Additionally, technological advancements as well as advancements in the social, natural, life and data sciences all have important implications for research on organizations and organizational behavior, and demand that scholars adopt novel approaches that break traditional boundaries. In this context, we also welcome inter-disciplinary submissions applying and/or integrating ideas, theories and approaches central to these other disciplines to/into organizational research. Accordingly, we welcome studies developing and employing novel and unique theoretical or/and methodological approaches to inform all areas of organizational science.