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The teaching case study is based on a (real-life) complex organizational and strategic context, and several bodies of literature may be used to interpret, analyze, explore and discuss alternative solutions. Among several relevant theoretical basis are (educational) leadership, strategy, institutional change, organization, practice orientation of education and organizational learning. The Instructors’ Manual gives suggestions as to how the case may be used in teaching and gives references to relevant literature.

The teaching case study is based on participatory action research. The narrative of the case is based on empirical observations in form of a research diary recording events, dialogues and discussion with colleagues and organizational leaders during a five-year period. The case study is based on real proceedings. But, the narrative is generic, and names are anonymized, and organizational contexts and events are disguised. Any similarities to real institutions are coincidental.

The case tells the story of Birk Grimson (PhD), a professional who returns to academia after many years of business practice in the private sector. He is struck by how different the work ambience is in academia and how bureaucracy and a rigid organizational structure seem to quell innovation, resulting in resistance to systematic learning, organizational development and strategic change.

The teaching case study is appropriate for business, organizational or administrative students at master’s, PhD level or executive education. For students with other disciplinary educational backgrounds (such as engineering, education or health care), some basic knowledge of organization and management or alternatively relevant experience is recommended.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The purpose of this paper is to empirically explore the relationship between value dimensions and creativity, particularly between the intrinsic and extrinsic value approaches and creativity values.

The paper adopts an explanatory approach. After analyzing construct validity, reliability and factor analysis, the study tests its hypotheses by performing a multi‐regression analysis with a sample of 389 individuals in two different regions.

There are two main conclusions. First, intrinsic value systems (personal life values and intrinsic work values) affect creativity value in a positive manner. Second, extrinsic value systems (social life values and extrinsic work values) have an insignificant or weak positive impact on the creativity value.

The results of this research are applicable to the global technology/innovation intensive knowledge economy, where highly dynamic and competitive business environments also demand further strategy innovation. A focus on the intrinsic value approach could be effective to enhance creativity value, and hence this type of behavior. Relative management education and human resource management practices need to take this into account in their program designs, in order to further their strategic importance for better performance in a global business world.