Guy Parmentier is a professor at Université Grenoble Alpes, France. His research and teaching focus on creativity management and business model management in the digital age. He is also head of the ICO research team for Innovation and Organizational Complexity at CERAG, France.

• Foreword ixPatrick COHENDETAuthor Biographies xiiiIntroduction xviiGuy PARMENTIERChapter 1 The Foundations of Organizational Creative Capabilities 1Guy PARMENTIER1.1 Organizational capabilities 11.1.1 The different organizational capabilities 31.1.2 Approaches for studying organizational capability 61.2 Organizational factors of creative capabilities 71.2.1 Factors related to the structure of an organization 101.2.2 Factors related to an organization's resources 121.2.3 Factors related to an organization's vision 131.2.4 Factors related to management methods 141.3 Organizational routines of creative capabilities 151.4 References 22Chapter 2 Building Openness to Develop Organizational Creative Capability 31Émilie RUIZ and Guy PARMENTIER2.1 Open innovation as the beginning of openness 322.2 The modalities of openness 342.2.1 Boundaries management 342.2.2 Managing the governance of openness 382.2.3 Knowledge absorption management 392.3 The main openness devices that promote creativity 402.4 Conclusion 452.5 References 47Chapter 3 Methods, Tools and Spaces for Revealing Employee Creativity 51Romain RAMPA and Guy PARMENTIER3.1 Cognitively equipping for creativity: training and methods 523.1.1 The C-K theory and the DKCP method 543.1.2 Creative problem solving (CPS) 583.1.3 Design thinking or empathy at the service of creation 603.1.4 Cognitively equipping: issues and limits to be taken into account 623.2 Establishing and developing fertile spaces for creativity 643.2.1 The advent of virtual spaces? 673.3 The role of physical tools and equipment 683.4 Discussion and conclusion 693.5 References 73Chapter 4 Creative Slack Enabling Ideas to Emerge, to be Stored and Transform 79Romain RAMPA and Guy PARMENTIER4.1 The origins of the slack concept 804.2 Creative slack as a pool of ideas 814.2.1 The creative slack as a formal idea pool 844.2.2 Creative slack as the informal idea pool 864.3 Creative slack as room to maneuver 884.3.1 The room for time for creativity 894.3.2 The room for material and financial resources for creativity 914.3.3 The room for interpretation in processes and routines 924.4 The different components of creative slack: implications and limitations 944.5 References 96Chapter 5 Agile Methods and Organizational Creativity 101Florence JEANNOT, Maxime MELLARD and Guy PARMENTIER5.1 The use of agile methods in the video game industry 1045.2 The influence of agile methods on the creativity of the video games produced 1065.3 The central role of organizational creative capability 1075.3.1 The influence of agile methods on organizational creative capability 1085.3.2 The influence of organizational creative capability on the creativity of the video games produced 1125.4 An empirical study 1135.4.1 Test of the influence of agile methods on the creativity of the video games produced 1145.4.2 Empirical test of the proposed causal chain 1155.5 Discussion 1175.6 References 119Chapter 6 Idea Management and Idea Socialization in Organizations 127Guy PARMENTIER, Séverine LE LOARNE-LEMAIRE and Romain RAMPA6.1 The path of ideas 1286.1.1 Idea generation 1296.1.2 Idea development 1306.1.3 Idea promotion 1306.1.4 Idea deployment 1326.2 The challenges of the idea path 1346.2.1 How can idea generation be intensified? The challenge of idea incubation 1346.2.2 How can ideas be enriched? The stocking issue 1356.2.3 How can the idea be enriched? The challenge of its socialization 1366.2.4 How to select the best idea 1376.2.5 What impact does the transporter of the idea and the form of the presentation have on selection? 1386.3 Global idea management 1396.3.1 Informal idea management 1396.3.2 Formal idea management 1426.3.3 Synthesis 1466.4 Conclusion 1476.5 References 148Chapter 7 Measuring Organizational Creative Capabilities 155Zeinab SHEET, Florence JEANNOT and Guy PARMENTIER7.1 Theoretical framework 1567.1.1 Dimensions of OCC 1567.1.2 The consequence of OCC 1587.1.3 The control variables 1587.2 Methodology and procedure for generating items 1597.2.1 The procedure for generating items 1607.3 Results and discussion 1627.3.1 Interview results: qualitative exploration 1627.3.2 Expert feedback: quantitative exploration 1637.3.3 Initial scale 1637.4 Conclusion 1657.5 Appendix: scale items 1667.5.1 Socialization of ideas 1667.5.2 Creating room to maneuver 1667.5.3 Creative equipment 1677.5.4 Idea management 1677.5.5 External openness 1687.5.6 Organizational agility 1697.6 References 169Chapter 8 The Creative Performance of Organizations 175Bérangère L SZOSTAK8.1 Proposal of a general framework for creative performance 1778.1.1 Creative performance: definitions and issues 1778.1.2 Performance and management of organizational creativity 1818.2 Measuring performance creativity 1848.2.1 The creativity ladder 1858.2.2 Proposal of creative performance indicators: creative KPIs 1888.3 Conclusion 1918.4 References 191Conclusion 195Florence JEANNOT, Séverinne LE LOARNE-LEMAIRE, Maxime MELLARD, Guy PARMENTIER, Romain RAMPA, Émilie RUIZ, Zeinab SHEET and Bérangère L SZOSTAKList of Authors 203Index 205