Abraham Carmeli

Sharing ideas in groups is often a key component of meetings of groups or teams in organizations. This process is typically not optimal because of the negative social factors that inhibit the sharing process, such as social loafing, evaluation apprehension, low performance norms, or production blocking. The literature on brainstorming has focused on ways to enhance the effectiveness of the idea-sharing process. Performance feedback, a focus on quantity without concern for evaluation, and challenging goals can increase the number of ideas generated by both individuals and groups. The use of electronic and writing modalities, alternating individual and group ideation, using task-relevant diversity, and training are some approaches that have been found to be particularly effective for group ideation. Unless organizations or practitioners follow the guidelines suggested, they are not likely to tap the creative potential of their groups or teams.

Organizational resilience is a subject of great interest to management and strategy scholars. Drawing on over 1,000 years of historical data on the Republic of Rome, and focusing primarily on the period of its establishment (509 BC–338 BC), we identify two generic strategies, capture and governance, that together are essential for organizational resilience. Capture strategy relates to market expansions, while governance strategy refers to the capacity of an organization to assimilate, retain, defend, and increase its dominance within annexed markets. The history of Rome also reveals four supporting tactics—saving power, maintaining a stronghold base, isolating and weakening adversaries, and creating forward outposts—that shore up and reinforce the capture and governance strategies, to create a more enduring and resilient enterprise. Interestingly, a system‐wide view of the strategy‐tactic framework also offers insights on resilience through smallness, thus illustrating its conceptual utility to organizations of all sizes including small enterprises. Copyright © 2010 John Wiley & Sons, Ltd.

This study examines how inclusive leadership (manifested by openness, accessibility, and availability of a leader) fosters employee creativity in the workplace. Using a sample of 150 employees, we investigated the relationship between inclusive leadership (measured at Time 1), psychological safety, and employee involvement in creative work tasks (measured at Time 2). The results of structural equation modeling (SEM) analysis indicate that inclusive leadership is positively related to psychological safety, which, in turn, engenders employee involvement in creative work.

This study examines the links between leaders' social skills, organisational health (decline) and positive work relationships. In particular it tests whether leaders' social skills are more strongly associated to work relationships when the organisation's fiscal health is more precarious. Using data from both surveys and annual financial statements of 103 public sector organisations, the results indicate that a leader's social skills and organisational fiscal health are positively related to work relationships. However, the interactive effect of leaders' social skills and organisational fiscal health on positive work relationships was not significant.