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During Design Thinking (DT) processes, team flow is a vital indicator and driving force behind feeling and performing at peak. In a quasi-experimental, segmented time series study, we examined team flow levels over time using high-resolution, real-time measurements during two multi-day DT workshops with flow-inducing exercises (in short: flow inducers). Two key insights emerged: (1) a second wind effect, where teams naturally increased flow after the initial engagement phase; and (2) a preservation capacity, where teams with greater creative outputs maintained higher flow levels despite interruptions (in short: flow reducers). The careful management of flow-inducing exercises and workshop duration should give teams the flexibility needed to dynamically adjust and stay in the zone. These findings inform the development of a framework for sustaining team flow in multi-day workshops, the core contribution of this study. The framework offers practical recommendations to manage team flow in stages, emphasizing key points of intervention and optimal timing of flow inducers. It is adaptable for various co-creative settings, guiding facilitators in maximizing creative persistence and output.

Creativity is a vibrant field of scientific research with important applied implications for the management of innovation. In this article, we argue that the proliferation of creativity research has led to positive and less positive outcomes and discuss five relevant research themes. We first introduce our readers to the different proposed dimensions of a creative object. Next, we explain recent developments on the level of the creativity magnitude issue. Based on that, we review how researchers currently operationalize creativity. After discussing how creativity is conceptualized and operationalized, we outline how it might be enhanced. Finally, we present an overview of the wide variety of methodological approaches currently used in creativity research. We close by calling for more interdisciplinary research and offering other suggestions for future directions.

Aim of the current study is to investigate the impact of internal factors in organisations regarded as important in developing innovation and creativity in hospitality companies on creative performance of employees and on innovative performance of the organisation. Factor analysis is used to determine the dimensions of organisational factors affecting innovation and creativity. Seven factors are determined considering the variables that constitute factors. Regression analysis is conducted in order to determine the impacts of the factors on creative and innovative performance. Results showed that “project development climate”, “communication”, “target-focused” and “team spirit” affect both creative and innovative performance positively. On the other hand, “bureaucratic structure” affects not only innovation but also creative performance negatively. It is found that “resources and incentive” and “support from the top” have no impact on creative and innovative performance.

Creativity is a vibrant field of scientific research with important applied implications for the management of innovation. In this chapter, we argue that the proliferation of creativity research has led to positive and less positive outcomes and discuss five relevant research themes. We first introduce our readers to the different proposed dimensions of a creative object. Next, we explain recent developments on the level of the creativity magnitude issue. Based on this, we review how researchers currently operationalize creativity. After discussing how creativity is conceptualized and operationalized, we outline how it might be enhanced. Finally, we present an overview of the wide variety of methodological approaches currently used in creativity research. We close by calling for more interdisciplinary research and offering other suggestions for future directions.

The purpose of this chapter is to advance understanding of the particularities of the creative labor market and its effect on the performance of the creative workforce. We first review the underlying theory of the labor market and discuss the main transformations that impact the creative labor market, as well as the issues facing many creative workers, including ‘new forms of employment’, compensation, portfolio career, collaboration, and competition. Subsequently, we develop the existing body of research to fill a gap in the existing literature through a model of creative workers’ performance. We develop our argument that creative workers manifest particular characteristics in terms of work motivation, job, and life satisfaction as first-layer drivers to creative performance. The second-layer drivers determine the performance of the first-layer drivers. Here, we include work purpose, work autonomy, and workplace quality as constructs that positively influence work motivation, job satisfaction, and life satisfaction, as the main drivers of creative performance.