The International Conference Education and Creativity for a Knowledge–based Society – Social and Political Scinces, Communication, Foreign Languages and Public Relations. Vienna, Osterreichish Rumanischer Akademischer Verein, 2012. VIth edition

No abstract.

Abstand, Ausbau, creativity and ludicity in Australian English

The social history of a language or variety, and its emergence, consolidation and stabiliza tion, allow us to combine the formal data of the language (principally its sound structure, grammar and lexis) with the external conditions in which they have evolved. The advance of Australian English in terms of its differentiation (Kloss's abstand) and elaboration of roles (Kloss's ausbau) pose problems of chronology, periodization, description and expla nation. This paper extends the conventional scope of abstand and ausbau to the analysis of the social history of Australian English. It argues that two factors are central to the emerging identification of Australian English: creativity, in the sense of morphological innovation, especially here in diminutives like reffo ('refugee') and pollie ('politician'); and in ludicity, defined as a deep-rooted playfulness with language. While these character istics are only part of the overall dynamics of the social history of Australian English, the evidence is sufficiently extensive to warrant further investigation. An earlier version of this paper was given at the Mitchell Symposium at Macquarie University on 26 April 2002 under the title ‘E pluribus plures? Diversity and integrity in Australian English’. I am grateful to members of the Symposium, and to two anonymous reviewers, for valuable comments and criticism

Towards an understanding of creativity and innovation within professional services and marketing

Greatly increased competition in the professional services and marketing sectors has reinforced the need for firms to develop an organisational culture that facilitates adaptation to changing conditions and competitive threats. More generally, competitive changes within business environments require new and creative ways of organising and managing firms. In order for marketing practitioners to be ahead of competitors in identifying and meeting customer needs, creative thought is essential. An organisational culture that supports creativity and facilitates the adoption of innovative practices, products and services, improves a firm’s ability to remain competitive within an uncertain environment. This paper presents a conceptual model of an organisational culture supporting creativity and innovation. The model posits relationships between creativity and innovation and organisational performance. The main contribution of the paper is to build a foundation for future research directed primarily towards exploring the relationships in the theoretical model of interest. Implications for marketing practitioners are also considered.

Creativity and learning through electronic group causal mapping

This paper proposes, and begins to evaluate, a format of brainstorming-type activity which aims to release the creativity of participants and encourage them to learn about a wider range of issues in more detail. The format does this through providing a two-stage brainstorming session. After the first brainstorm, participants have an opportunity to both piggy-back off other peoples ideas (i.e. create new ideas by synthesising other peoples' ideas into their own perspectives), and share causal links to build a causal map with the brainstormed ideas. Five causal mapping sessions with organisations have been analysed. Findings suggest that ideas shared when piggy-backing are often highly creative and unique for the participant who shared them. Also piggy-backing and causal linking seem to provide effective opportunities for individual learning as participants have time to reflect upon other peoples' perspectives and share their own views on those.

Promoting creativity at work:the role of problem-solving demand

We propose that problem-solving demand (PSD) is an important job attribute for employees' creative performance. Applying job design theory, we examined the relationship between PSD and employee creativity. The theorised model was tested with data obtained from a sample of 270 employees and their supervisors from three Chinese organisations. Regression results revealed that PSD was positively related to creativity, and this relationship was mediated by creative self-efficacy. Additionally, intrinsic motivation moderated the relationship between PSD and creative self-efficacy such that the relationship was stronger for individuals with high rather than low intrinsic motivation. We discuss our findings, implications for practice, and future research.