Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
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TY - JOUR
T1 - Leading the creative process
T2 - the case of virtual product design
AU - Chamakiotis, Petros
AU - Panteli, Niki
N1 - Funding Information: We thank the Delta organisers and participants in the study, as well as the anonymous reviewers for their constructive comments. The data collection phase of our study took place as part of an earlier EPSRC grant. Publisher Copyright: © 2017 John Wiley & Sons Ltd
PY - 2017/3/8
Y1 - 2017/3/8
N2 - Motivated by an acknowledged need to study creativity in the context of virtual project teams (VPTs), in this article, we contribute to theory by analysing the role that leadership plays for creativity in the different phases of the creative process in VPTs. We draw on a qualitative case study with 49 members who worked in six VPTs as part of an Industry-Academia collaboration. Using the longitudinal approach, we study each phase of the virtual product design process using interviews, observations and other materials (e.g. project documentation). We find that, in the virtual design context, creativity is best understood as a process and comes in different shapes as this process evolves. We also pinpoint that different, though complementary, leadership skills are necessary in order for VPTs’ creative potential to be unleashed. These findings highlight the heterogeneous character of leadership at the different phases of the creative process in VPTs.
AB - Motivated by an acknowledged need to study creativity in the context of virtual project teams (VPTs), in this article, we contribute to theory by analysing the role that leadership plays for creativity in the different phases of the creative process in VPTs. We draw on a qualitative case study with 49 members who worked in six VPTs as part of an Industry-Academia collaboration. Using the longitudinal approach, we study each phase of the virtual product design process using interviews, observations and other materials (e.g. project documentation). We find that, in the virtual design context, creativity is best understood as a process and comes in different shapes as this process evolves. We also pinpoint that different, though complementary, leadership skills are necessary in order for VPTs’ creative potential to be unleashed. These findings highlight the heterogeneous character of leadership at the different phases of the creative process in VPTs.
KW - creative leadership
KW - creative process
KW - creativity
KW - dispersed teams
KW - leadership
KW - virtual product design
KW - virtual project teams
U2 - 10.1111/ntwe.12081
DO - 10.1111/ntwe.12081
M3 - Journal article
AN - SCOPUS:85014756952
VL - 32
SP - 28
EP - 42
JO - New Technology, Work and Employment
JF - New Technology, Work and Employment
SN - 0268-1072
IS - 1
ER -