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The aim of this paper is to study the relation between leadership behaviour of nursing managers and staff turnover with respect to the intervening variables “work climate” and “job satisfaction”.

Three different well‐documented questionnaires were used to assess perceived leadership behaviour, work climate and job satisfaction. Data on staff turnover were collected from a computerized follow‐up system. Different statistical analyses such as correlation analyses, regression analyses and analyses of variance were performed in order to explore the relations.

The results show strong correlations between leadership behaviour, work climate and job satisfaction. No significant direct relation between leadership behaviour and staff turnover was shown. Staff turnover shows statistically significant correlations with the job satisfaction variable “feeling” (p≤0.005), and the work climate variables “challenge” and “playfulness” (p≤0.001).

In order to limit staff turnover, decision makers should put effort into recruiting and retaining managers that perform very well according to the needs of staff. Managers that are both relations‐oriented and production‐oriented, can manage change and are able to stimulate the staff with challenges have the best opportunities to achieve low staff turnover.

To the best of the authors' knowledge there is no study published that explores the influence of leadership behaviour, including the dimension “change”, on staff turnover in relation to intervening intrinsic factors of job satisfaction and creative work climate in nursing.

Notes that many companies pay “lip service” to the idea of innovation and stresses that becoming innovative requires an organisational culture which nurtures innovation and is conducive to creativity. Considers the nature of organisational climate and of organisational culture, focusing on factors which make for an effective organisational culture. Looks at the interplay between various organisational factors and innovation and suggests elements which promote innovation. Concludes that the most innovative companies of the future will be those which have created appropriate cultures and climates.

States the need for all managers into the next millennium to innovate and respond in new ways. Sets out a way in which managers can act differently in order to create a creative climate within their work groups. Sets this practical approach in the context of research carried out by Goran Ekvall on the creative climate of groups. Describes a sequence of activities, discovered by the authors, that was effective in stimulating the group problem‐solving climate and a technique for bringing back this atmosphere. Outlines this sequence, called “RAJiMAR” as the letters stand for the various stages of the group problem‐solving process: Reversal‐Absurdity‐Jokes‐incubation‐Metaphor‐Anchoring‐Recall.

Current thinking on leadership styles emphasises two major categories which can be roughly classed as task‐oriented and people‐oriented. This article reports empirical work supporting a third style which is active in creating and supporting renewal within organisational systems.

By increasing connectivity between multiple partners, the new paradigm of open innovation has been argued to stimulate creativity. However, there are still few empirical studies exploring what influence this new form of organizing for innovation has on the creative climate. The purpose of this paper is to start filling that knowledge gap by exploring the creative climate in an open innovation arena called SAFER, where 26 partner organizations meet to innovate together.

The paper is based on a mixed method consisting of a quantitative creative climate questionnaire complemented by qualitative data gathering through interviews.

The findings suggest that the networking and cross-functional meetings within the arena are beneficial to facilitate a creative climate, but there are challenges in handling uncertainties such as work identities, information sharing and knowledge transparency.

The arena is found to be rather dependent on interaction with the outside environment, implying that a well-constructed arena from an organizational point of view is in itself not enough to ensure a creative climate. The project organization of the arena makes the general perception of SAFER fragmented, and it is questioned whether such an arena could or should strive for only one creative climate.

The paper presents an interesting example of how introducing open innovation affects the creative climate, and discusses the difficulty of using established methods for assessing the creative climate in the new, emerging forms of organizing for innovation.

On the one hand industrial and business managements pay lip‐service to creativity, but on the other hand they show scant recognition of the characteristics of creative people. And yet it is on scientists and engineers of a special kind, as well as many other creative people, that the future depends – technologically, socially, culturally and spiritually. In this article, Professor Stein presents valuable data for the selection and management of creative scientists, engineers and supporting personnel. The central point he makes is that to do its job right, management needs to do far more to acknowledge the role it must itself play in the creative process. This article is a condensed and modified version of a paper presented by Dr Stein at the 1985 annual conference of the Personnel Association of Ontario, on 28 February 1985, held in Toronto, Canada. We acknowledge permission of the Association to publish.

The purpose of this paper is to analyse the relationship between the three components of intellectual capital (IC) (human, structural, and relational), and contextual factors relating to organisational climate (OC) and innovation culture, together with their influence on business performance (BP).

This empirical research is based on an online questionnaire, which collected data from a non-probability quota sample consisting of 253 Croatian SMEs. The scales for IC, OC, and innovation culture were constructed to test the relationship between these dimensions and assess the BP of the SMEs.

Based on a survey on 253 SMEs in Croatia, the analysis shows that the key dimensions of IC, innovation culture, and OC are vital to a company’s success and are strongly inter-correlated. Higher BP is positively related to higher levels of both IC and innovation culture.

The main limitation of the research is the subjective aspect of the study. The data used in the study were self-reported where respondents in a survey gave their assessment of firm performance. Although this was necessary because of the absence of other data, it is an issue that must be taken into account when interpreting the findings in the study.

Understanding the role of IC, OC, and innovation culture in relation to BP, particularly in former transition countries, can have important implications for managers and enterprise owners, as well as policy makers and the academic community.

The findings emphasise the important role of tacit knowledge in the innovation process, of which IC and OC are good examples.

This empirical study brings evidence from the understudied country of Croatia. Croatia is a post-transitional country and the last accessed member of the EU, on the dividing line between a modest and a moderate innovator. This is the first empirical study conducted in Croatia that explores the association between three concepts that are typically investigated separately (IC, OC, and innovation culture).

This study aims to examine and discuss the importance and benefits of Open Innovation (OI), Transformational Leadership (TL), Innovation Strategy (IS), Creative Climate (CC), Radical Innovation (RI) and Sustainable Competitive Advantage (SCA) for small and medium-sized enterprises (SMEs) in Dubai. This work also examines the mediating impact of future foresight drivers (FFD) on SMEs' SCA. The study provides a theoretical framework for enhancing SMEs' organizational performance and highlights the need for future empirical research.

The study uses a systematic literature review (SLR) approach and a bibliometric analysis approach to collect, examine and analyze data from previous research on OI, TL, IS, CC, RI and SCA. This work evaluated 110 publications from separate scholarly databases, Scopus and Web of Science (WoS).

The study finds a positive relationship between OI, TL, IS, CC, RI and SCA and that future empirical research is needed. While there is limited information on the impact of these concepts on SMEs in the Middle East and especially in Dubai, the study presents new concepts to be debated. The study provides a vital tool for businesses to improve their performance by adopting OI, TL and IS and analyzing their present competitive status to develop new strategies and build competitiveness.

The originality of this study lies in its contribution to understanding the relationships among OI, TL, IS, CC and RI and their impact on SMEs' SCA in Dubai. By emphasizing the importance of OI, TL and IS in improving SMEs' performance and competitiveness, this study provides valuable insights for SME managers seeking to enhance their organizations' sustainability and long-term success. The review also identifies a gap in the literature regarding the impact of these concepts on SMEs in the Middle East, emphasizing the need for further research in this area.

The Art of Innovation model posits that it is possible to make uncreative organizations creative and creative organizations more so. To succeed, leaders must work on a set of innovation drivers to develop the SOURCES of creativity (Talent, Energy, Method); establish a STRUCTURE for innovation (Individual, Team, Target, System) and shape a CULTURE that promotes innovation (Ideas, Freedom, Engagement, Humor, Risk) [1]. This approach is as valid for public as it is for private organizations. There are however some differences between private and public sector. First, while innovation has clear value-adding potential for the public sector, there is no competitive impetus to innovate and the temptation to leave things as they are is larger. Second, certain innovation drivers when implemented in the public sector may require a different approach from the private sector. Target, for example asks where the organization is situated on the innovation "continuum" and ideas such as radical innovation and differentiation may be quite alien to the public sector. This should not however stop government from pursuing continuous improvement and assigning innovation objectives clearly to each and every department, team and individual. Freedom too is often stifled by outdated regulations or legislation that may be hard to change. And Risk, while always controversial, is more so in government where civil servants are often criticized by their (changing) political bosses obliging them to resort to unproductive risk avoidance.

The purpose of this paper is to describe and explain the relationships between empowering leadership and a humorous work climate; and service employees' creativity and innovative behaviour in frontline service jobs.

A model of causal relationships is presented, along with formulated hypotheses. The data were collected with a survey answered by frontline service employees in hotels.

The findings indicate a strong relationship between frontline cognitive creativity production of novel ideas and the behavioural implementation of these ideas into their respective work role. Moreover, the empirical findings indicate that both empowering leadership and a humorous work climate are able to trigger frontline service employees' creativity. In addition service employees' creativity appears to be a mediating variable in the relationship between empowering leadership, a humorous work climate, and the service employees' innovative behaviour.

This study limits its focus on two factors: the stimulation of service employees' creativity and innovative behaviour in frontline service jobs, both of which offer opportunities for further research.

This study has indicated that both leadership practice and work climate play important roles in explaining service employees' creativity and innovative behaviour. In particular, managers should be aware of their empowering practices, as well focusing on the degree of a humorous work climate. An important practical managerial implication from the findings is to take humour into account and consequently to develop and implement strategies followed by necessary actions to manage humour in an appropriate manner in service organizations.

The reported study contributes to enhancing the knowledge of the roles of empowering leadership and a humorous work climate for service employees' creativity and innovative behaviour in frontline service jobs.