Table of Contents

Social influence and creativity in organizations: A multi-level lens for theory, research, and practice.
Social influence, creativity, and innovation: Boundaries, brackets, and non-linearity.
Creativity research should be a social science.
Facing ambiguity in organizational creativity research: Choices made in the mud.
Planning for innovation: A multi-level perspective.
Templates for innovation.
Innovation as a contested terrain: Planned creativity and innovation versus emergent creativity and innovation.
Constraints on innovation: Planning as a context for creativity.
Creativity and cognitive processes: Multi-level linkages between individual and team cognition.
Team creativity: More than the sum of its parts?.
Team cognition: The importance of team process and composition for the creative problem-solving process.
Beyond cognitive processes: Antecedents and influences on team cognition.
Subsystem configuration: A model of strategy, context, and human resources management alignment.
Linking innovation and creativity with human resources strategies and practices: A matter of fit or flexibility?.
Multi-level strategic HRM: Facilitating competitive advantage through social networks and supply chains.
A model of strategy, context, and human resource management alignment.
A multi-level process view of new venture emergence.
A multi-level process view of new-venture emergence: Impressive first step toward a model.
Do levels and phases always happen together? Questions for considering the case of new-venture emergence.
Recursive links affecting the dynamics of new-venture emergence.
About the Authors.
About the Editors.
List of Contributors.
Overview: Multi-level issues in creativity and innovation.