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Andrés Hatum

Chapter 2 focuses on the role of talent for organizational creativity. The chapter states three types of talent in creative firms: collaborative talent, entrepreneurial talent, and heterogeneous talent. Cirque du Soleil is analyzed as a case study, emphasizing talent management in their organization.

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Andrés Hatum

Chapter 3 delves into the ways in which the organizational structure can be changed to boost creativity and innovation. Structures, processes, and organizational boundaries are analyzed. Finally, the concept of fluid firms and the open business model and crowdsourcing are explained. The case study on elBulli illustrates the new ways of organizing in a creative organization.

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Andrés Hatum

This book identifies best practices, leadership styles, and organizational structures for the stimulation of organizational creativity, with an aim to help any company – not just companies in creative fields or industries – become an organization in which new ideas flow, new processes are developed, and new products are brought to market. Managers will find case studies describing exceptional organizational creativity and practical takeaways that can be applied in their own firms. Students will find concrete analytical frameworks for thinking about creativity in organizations, and academics will find a different approach to the study of creativity, one that is grounded in practice.
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Andrés Hatum

How to manage creative talent is the focus of Chapter 4. In particular, a model for managing talent risk is introduced in which the importance of the employee to the organization, and the probability of an employee leaving the organization, is analyzed. Finally, the most critical HR practices in creative firms are listed. The case study on FC Barcelona illustrates the chapter.

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Andrés Hatum

In Chapter 5, different views on leadership are analyzed and challenged with the needs of the creative firms. Trait-based approach, transformational leadership, and authentic leadership are described and analyzed. Finally, an analysis of the factors that support creative cultures are explained. The case study on Pedro Almod—var and his production company ends the chapter.

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Andrés Hatum

Chapter 6 is a summary of the book. It also provides an understanding of the challenges ahead for creative firms such as the rise of complex organizations and the art of being an authentic leader.

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Hervé Lebret

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  • Research Handbooks in Business and Management series

Kyle K. Courtney and Emily Kilcer

The library finds itself navigating a challenging transition at the dawn of a digital era: 2013 marked the fourth consecutive year in which more than 40 percent of libraries in the United States experienced a decrease in funding. The university library is no stranger to operating under financial constraints; major university library systems at Harvard, Columbia, Chicago and more have undergone similar cuts and reorganizations. These changes are being driven in part by the new ways in which people interact with information. It is this chapter’s argument, however, that the digital age will not mark another era of decline for libraries. In fact, with the special place university libraries have traditionally held in law, policy and pedagogy, the university library is now poised to be on the forefront of the twenty-first-century digital movement as it harnesses its staff, collections and expertise to provide next-generation support for research, teaching and access. The topics in this chapter – collection development, modern library space, law and policy, open access, and collaborative case study programs – are considered as representative of some of the most critical themes for a university library to embrace in the modern era.
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Matthias Mrozewski, Agnes von Matuschka, Jan Kratzer and Gunter Festel

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Edited by Sven H. De Cleyn and Gunter Festel