Creativity and Innovation Management

Scope & Guideline

Advancing the Frontiers of Creativity and Strategy

Introduction

Welcome to the Creativity and Innovation Management information hub, where our guidelines provide a wealth of knowledge about the journal’s focus and academic contributions. This page includes an extensive look at the aims and scope of Creativity and Innovation Management, highlighting trending and emerging areas of study. We also examine declining topics to offer insight into academic interest shifts. Our curated list of highly cited topics and recent publications is part of our effort to guide scholars, using these guidelines to stay ahead in their research endeavors.
LanguageEnglish
ISSN0963-1690
PublisherWILEY
Support Open AccessNo
CountryUnited Kingdom
TypeJournal
Convergefrom 1992 to 2024
AbbreviationCREAT INNOV MANAG / Creat. Innov. Manag.
Frequency4 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
Address111 RIVER ST, HOBOKEN 07030-5774, NJ

Aims and Scopes

The journal 'Creativity and Innovation Management' aims to advance the understanding of creativity and innovation within organizational contexts. It focuses on how these processes can be harnessed to improve performance, foster sustainable practices, and drive economic growth. The journal emphasizes empirical research, theoretical development, and practical applications in the field.
  1. Interdisciplinary approaches to creativity and innovation:
    The journal encourages research from various disciplines such as psychology, management, design, and technology, promoting a holistic understanding of creativity and innovation.
  2. Empirical studies on organizational innovation:
    Focus on real-world applications of innovation practices within organizations, examining factors that promote or hinder innovative behaviors and outcomes.
  3. Sustainability and social innovation:
    Exploration of how innovation can address sustainability challenges and contribute to social change, reflecting the growing importance of these themes in organizational strategies.
  4. Employee-driven innovation:
    Investigate the role of employees in the innovation process, including their motivations, behaviors, and the organizational conditions that facilitate or obstruct their contributions.
  5. Open innovation and collaboration:
    Research on collaborative innovation practices, emphasizing the importance of external partnerships, crowdsourcing, and knowledge exchange in driving innovation.
The journal has witnessed a shift in focus towards several emerging themes that reflect the evolving landscape of creativity and innovation. This section highlights these trending topics that are gaining traction in recent publications.
  1. Integration of technology and creativity:
    Research exploring the intersection of creativity and advanced technologies, such as artificial intelligence and digital platforms, is increasingly prevalent, highlighting the role of technology in enhancing creative processes.
  2. Sustainable innovation practices:
    There is a growing emphasis on how innovation can contribute to sustainability, with studies investigating green innovation, circular economy models, and the role of organizations in addressing environmental challenges.
  3. Employee well-being and creativity:
    Recent papers focus on the relationship between employee well-being and innovative behaviors, indicating a trend towards understanding how workplace conditions and mental health impact creativity.
  4. Gamification and creativity enhancement:
    The use of gamification techniques to foster creativity and innovation in organizations is emerging as a significant theme, reflecting interest in innovative methods for engaging employees in the creative process.
  5. Crowdsourcing and open innovation:
    An increasing number of studies are exploring crowdsourcing as a mechanism for innovation, emphasizing the importance of collective intelligence and community engagement in driving creative solutions.

Declining or Waning

While certain themes have been prominent in 'Creativity and Innovation Management', some areas appear to be experiencing a decline in focus or relevance. This section outlines those waning themes that are becoming less prevalent in recent publications.
  1. Traditional hierarchical innovation models:
    Research focusing solely on top-down innovation processes is less frequently published, as the emphasis shifts towards more participative and inclusive approaches involving all organizational levels.
  2. Innovation solely driven by technology:
    Papers that concentrate exclusively on technological advancements without considering human factors or organizational culture are becoming less common, reflecting a broader understanding of innovation as a multifaceted process.
  3. Narrow definitions of creativity:
    Studies that define creativity in a limited context, such as artistic creativity alone, are declining as the journal embraces a more expansive view that incorporates diverse perspectives on creativity across various fields.

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