Multi-Level Issues in Creativity and Innovation -- Copyright page -- Contents -- About the Editors -- List of Contributors -- Overview: Multi-Level Issues in Creativity and Innovation -- Part I: Creativity and Social Influence -- Chapter 1. Social Influence and Creativity in Organizations: A Multi-Level Lens for Theory, Research, and Practice -- Introduction -- Defining Organizational Creativity and Innovation -- Predicting Creativity: An Initial Look at Social Factors -- Multi-Level Models of Creativty and Innovation -- Social Influence and Creativity -- Creativity, Innovation, and Group Influence -- Creativity, Innovation, and Leadership -- Conclusions -- References -- Chapter 2. Social Influence, Creativity, and Innovation: Boundaries, Brackets, and Non-Linearity -- Introduction -- Social Influence may Differ by Level -- Domain Characteristics Differ Across Domains -- Creativity and Innovation Influences -- Conclusions -- References -- Chapter 3. Creativity Research Should be a Social Science -- Introduction -- The Creativity Complex -- Individual Differences -- Aesthetics, Innovation, and Creativity -- Conclusions -- References -- Chapter 4. Facing Ambiguity in Organizational Creativity Research: Choices Made in the Mud -- Introduction -- Pressing Forward Through the mud -- Spinning wheels in the mud -- Final Thoughts on Moving on -- References -- Part II: Innovation and Planning -- Chapter 5. Planning for Innovation: A Multi-Level Perspective -- Introduction -- Project Portfolios -- Organizational-Level Influences -- Group-Level Influences -- Individual-Level Influences -- Conclusions -- Acknowledgments -- References -- Chapter 6. Templates for Innovation -- Planning for Innovation: Noteworthy Contributions -- Planning for Innovation: Noteworthy Omissions -- References.

Chapter 7. Innovation as a Contested Terrain: Planned Creativity and Innovation Versus Emergent Creativity and Innovation -- Introduction -- What is Included -- Strategies for Navigation -- The Messy Middle -- What Type of Innovation -- Contested Terrain -- Note -- References -- Chapter 8.Constraints on Innovation: Planning as a Context for Creativity -- Introduction -- Constraints -- Oversystemization -- Complexity -- Social Systems -- Conclusions -- References -- Part III: Creativity and Cognitive Processes -- Chapter 9. Creativity and Cognitive Processes: Multi-Level Linkages Between Individual and Team Cognition -- Introduction -- Factors Influencing Creativity -- Cognitive Models of Creative Problem Solving -- Problem Identification and Construction -- Information Search and Encoding -- Idea and Solution Generation -- Idea Evaluation and Selection -- Implementation Planning and Monitoring -- Conclusions -- References -- Chapter 10. Team Creativity: More than the Sum of its Parts? -- Introduction -- Critique -- Doing Multi-Level Research on Creativity: First think About Team Creativity -- Conclusion -- References -- Chapter 11. Team Cognition: The Importance of Team Process and Composition for the Creative Problem-Solving Process -- Introduction -- The Importance of Team Composition and Process -- Team Composition and Process in Relation to Creative Problem Solving -- The Potential use of Interventions and Training -- Dynamic Nature of Many Organizational Teams -- Conclusion -- References -- Chapter 12. Beyond Cognitive Processes: Antecedents and Influences on Team Cognition -- Introduction -- Response to Sacramento et al. -- Response to Shalley -- Additional Issues -- Conclusion -- References -- Part IV: Subsystem Configuration -- Chapter 13. Subsystem Configuration: A Model of Strategy, Context, and Human Resources Management Alignment.

Introduction -- Integrated Model of Strategy Alignment -- The IMSA: Understanding the Relationship Between Strategy and Culture -- The IMSA: Some Complicating Factors -- The IMSA and a Specific HRM System: Performance Management -- Conclusions -- References -- Chapter 14. Linking Innovation and Creativity with Human Resources Strategies and Practices: A Matter of fit or Flexibility? -- Introduction -- The Integrated Model of Strategy Alignment and Organizational Innovation -- Incremental Versus Radical Innovation -- Conclusions -- References -- Chapter 15. Multi-Level Strategic HRM: Facilitating Competitive Advantage Through Social Networks and Supply Chains -- Introduction -- Opportunities Seized and Opportunities Missed -- Social Network Theory: An Alternative -- Multiple Levels of HRM Within Global Supply Chains -- Future Research and Conclusions -- References -- Chapter 16. A Model of Strategy, Context, and Human Resource Management Alignment -- Introduction -- Systems Theory -- Response to Wheeler et al.'s Commentary -- Response to farr and Tran's Commentary -- Conclusion -- References -- Part V: New Venture Emergence -- Chapter 17. A Multi-Level Process View of New Venture Emergence -- Introduction -- Understanding New Venture Emergence at the Nexus of Founders and Opportunities -- The Founder-Opportunity Nexus: New Venture Opportunity Discovery -- The Team-Opportunity Nexus:New Venture Opportunity Discovery -- The Venture-Opportunity Nexus: New Venture Opportunity Exploitation -- Implications of a Multi-Level Process view of New Venture Emergence -- References -- Chapter 18. A Multi-Level Process View of New-Venture Emergence: Impressive First Step Toward a Model -- References -- Chapter 19. Do Levels and Phases Always Happen Together? Questions for Considering the Case of New-Venture Emergence -- Introduction.

New-Venture Vision, Underlying Processes, and Levels of Analysis -- Movement Between Phases and Levels -- Other Future Research -- References -- Chapter 20. Recursive Links Affecting the Dynamics of New-Venture Emergence -- Introduction -- Consistent Themes -- Conclusion -- Acknowledgments -- References -- Part VI:About the Authors -- About the Authors.