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"Ch. 1. Two case studies in creativityCh. 2. The study of creativityCh. 3. The cognitive perspective on creativity, part I : ordinary thinking, creative thinking, and problem solvingCh. 4. The cognitive perspective on creativity, part II : knowledge and expertise in problem solvingCh. 5. Case studies of creativity : ordinary thinking in the arts, science, and inventionCh. 6. The question of insight in problem solvingCh. 7. Out of one's mind, part I : muses, primary process, and madnessCh. 8. Out of one's mind, part II : unconscious processing, incubation, and illuminationCh. 9. The psychometric perspective, part I : measuring the capacity of think creativelyCh. 10. The psychometric perspective, part II : the search for the creative personalityCh. 11. Confluence models of creativityCh. 12. Understanding creativity : where are we? where are we going?"

"This book presents the history of modern human creativity/innovation through examples of solutions to basic human needs that have been developed over time. The title - Homo problematis solvendis - is a play on the scientific classifications of humans (e.g. Homo habilus, Homo erectus, Homo sapiens), and is intended to suggest that a defining characteristic of modern humans is our fundamental ability to solve problems (i.e. problem-solving human = Homo problematis solvendis).The book not only offers new perspectives on the history of technology, but also helps readers connectthe popular interest in creativity and innovation (in schools, in businesses) with their psychological underpinnings. It discusses why creativity and innovation are vital to societies, and how these key abilities have made it possible for societies to develop into what they are today."

"[Addressing the issues unique to managers of creative technical staff, this guide reflects not only Ronald Kay’s long experience observing and teaching successful management techniques, but also treats the expanding challenges due to increasingly globally-based projects and staff. As before, Kay’s guide helps readers to prepare themselves, graduate students and others to understand and improve their managerial skills and covers such practical, yet sometimes overlooked, steps such as : individual and team behavior of creative technical staff; managing their own and others’ R&D projects ; hiring, evaluating and compensating technical staff ; R&D proposals and administrative functions; and presentations, meetings and organizational culture. New to this edition are a chapter on the global impact of high-tech enterprises and sections on the roles of foundations and government funding and task-force participation. Also tackled are the basics of starting, financing and staffing venture-capital-funded enterprises. What’s more, this book also serves to increase the awareness and knowledge base of anyone who needs to meet the challenge of managing people with the creative energies that drive technologically-based economic growth., Addressing the issues unique to managers of creative technical staff, this guide reflects not only Ronald Kay’s long experience observing and teaching successful management techniques, but also treats the expanding challenges due to increasingly globally-based projects and staff. As before, Kay’s guide helps readers to prepare themselves, graduate students and others to understand and improve their managerial skills and covers such practical, yet sometimes overlooked, steps such as : individual and team behavior of creative technical staff; managing their own and others’ R&D projects ; hiring, evaluating and compensating technical staff ; R&D proposals and administrative functions; and presentations, meetings and organizational culture. New to this edition are a chapter on the global impact of high-tech enterprises and sections on the roles of foundations and government funding and task-force participation. Also tackled are the basics of starting, financing and staffing venture-capital-funded enterprises. What’s more, this book also serves to increase the awareness and knowledge base of anyone who needs to meet the challenge of managing people with the creative energies that drive technologically-based economic growth.]"

"Penelitan ini bertujuan untuk mengetahui pengaruh iklim untuk berinovasi terhadap perilaku inovatif terkait dengan Sosialisasi Objektif 2013 PT IA dengan tema ?Synergy for Operational Excellence?. Berdasarkan hasil wawancara dan focus group discussion untuk mengetahui permasalahan organisasi, diketahui bahwa terdapat kebutuhan untuk berinovasi pada organisasi. Hal ini dikarenakan perubahan kondisi eksternal yang menyulitkan organisasi. Karyawan di organisasi khususnya di kantor pusat perlu menunjukkan perilaku inovatif dalam mendukung organisasi untuk mencapai operational excellence dalam proses kerja mereka.Perilaku inovatif pada karyawan dipengaruhi antara lain oleh iklim organisasi yang dirasakan oleh karyawan. Iklim untuk berinovasi diukur dengan menggunakan alat ukur dari Panuwatwanich (2008) yang terdiri dari 36 item ( = 0,944) dan perilaku inovatif dengan menggunakan alat ukur dari Janssen (2000) yang terdiri dari 9 item ( = 0,895).Hasil penelitian pada 65 karyawan di kantor pusat menunjukkan bahwa iklim untuk berinovasi mempengaruhi perilaku inovatif secara signifikan (R2 = 0,218). Berdasarkan hasil penelitian, peneliti kemudian merancang intervensi yaitu pelatihan iklim untuk berinovasi untuk dapat meningkatkan iklim untuk berinovasi sehingga perilaku inovatif pada responden dapat meningkat. Responden intervensi berjumlah 8 orang yang berasal dari divisi dengan iklim untuk berinovasi yang rendah.

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This research aims to determine the influence of climate for innovation on innovative behavior related to PT IA?s Objective Socialization themed "Synergy for Operational Excellence". Based on interviews and focus group discussions known that there was a need on organization to innovate. It was related to the changing of external situation burdened the organization. The employees, specially in head office, need to improve innovative behavior in order to support organization in achieving operational excellence in their work processes.

Employee innovative behavior influenced by climate for innovation. Climate for innovation was measured using Climate for Innovation Scale by Panuwatwanich (2008) consists of 36 items (( = 0,944) whereas innovative behavior was measured using Innovative Behavior Scale by Janssen (2000) consists of 9 items ( = 0,895).

The result of 65 respondents from head office's employees showed that climate for innovation influenced innovative behavior significantly (R2 = 0,218). Based on the result, researcher designed the training as intervention to enhance climate for innovation so it predicts to enhance innovative behavior, too. The intervention conducted to 8 employees from division with low score on climate for innovation."

"Dengan munculnya pemain financial technology (FinTech), saat ini Bank perlu mempunyai karakteristik seperti fleksibilitas dan kecepatan dalam hal merespons secara efektif kebutuhan nasabah yang berkembang di pasar yang dinamis dan bahkan disruptif. Kecenderungan perbankan yang sudah mapan semata-mata bersandar pada keunggulan kompetitif yang ada berdampak pada kurangnya kemampuan mereka dalam mencari peluang bisnis baru. Oleh karena itu, bank membutuhkan perangkat strategis untuk meningkatkan kemampuan eksplorasinya guna meningkatkan kinerja inovasi bisnisnya. Dalam hal ini, proses inovasi harus lancar, merangkul inovasi kolaboratif terbuka, yang melampaui kegiatan internal, seperti kolaborasi dengan start-up. Inovasi kolaboratif dengan start-up seperti FinTech sangat penting untuk unggul dalam transformasi era digital untuk memberikan layanan yang sesuai dengan tuntutan konsumen dan pemangku kepentingan pada umumnya. Studi ini berupaya untuk membahas pengaruh kewirausahaan strategis dan kinerja inovasi kolaboratif dalam industri perbankan Indonesia. Penelitian ini menggunakan kuesioner yang dikembangkan dari penelitian sebelumnya, yang memungkinkan responden untuk menunjukkan sikap yang mendukung atau tidak mendukung terhadap objek yang diminati. Penelitian ini dilakukan dengan menggunakan metode survei. Pengumpulan data dilakukan dengan menggunakan kuesioner yang disebarkan kepada 72 manajer dan manajemen tingkat atas industri berbasis perbankan di Indonesia. Survei dianalisis dengan menggunakan perangkat analisis Structural Equation Modeling (SEM) dengan metode Partial Least Square (PLS) untuk menguji model struktural (hipotesis). Hasil penelitian menunjukkan kinerja inovasi kolaboratif dipengaruhi oleh pengelolaan sumber daya secara strategis dan pola pikir kewirausahaan. Untuk studi lebih lanjut, peneliti harus mempertimbangkan keterbatasan naskah ini dalam hal konteks dan kasus penelitian serta perspektif baru dari desain penelitian.

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With the emergence of financial technology (Fintech) players, nowadays Banks need to be more flexible and faster to respond effectively to customers’ growing needs in dynamic and even disruptive market. The tendency of established banking solely leans on their existing competitive advantage impacting on their deficient capability when it comes to explore new business opportunities. Therefore, banks need strategic tools to enhance their exploration capability to increase their business innovation performance. In this instance, the innovation process must be fluid, embracing open-collaborative innovation, which extends beyond internal activities, such as start-up collaboration. Collaborative innovation with start-up such as Fintech is critical to excel in digital era transformation to provide services that suit consumers' demands and stakeholders in general. This study endeavors to address the effects of strategic entrepreneurship and collaborative innovation performance in Indonesia’s banking industry. This study has used questionnaires developed from previous study, which enables respondents to display favorable or unfavorable attitude toward the object of interest. This study was conducted through survey method. Data were collected using questionnaires distributed to seventy-two managers and top-level management of banking-based industry in Indonesia. Surveys are analyzed by using Structural Equation Modelling (SEM) analysis with Partial Least Square (PLS) method to assess the structural model (hypotheses). For further study, researcher should consider the limitation presented in this paper in terms of context and case of the study as well as new perspective of research design."