Donatella De Paoli

International Journal of Managing Projects in Business 13(2) s. 256-276 Doi: https://doi.org/10.1108/IJMPB-05-2018-0098

The purpose of this paper is to investigate the triadic relationship between project workspace (i.e. spatial context), project type and project manager’s leadership style. It develops the concept of leadership construct (i.e. mental models of leadership to predispose the way leadership is performed) to explain related preferences for workspace and behaviors.

Journal of Management & Organization 25(2) s. 331-352 Doi: https://doi.org/10.1017/jmo.2017.46

This paper examines office design as a spatial context of organizations. Organizations increasingly invest in designing workspaces to support employee creativity, foster company innovation and communicate a positive company image. This paper takes a critical view of this ‘hype’ by describing and analysing images of the headquarters of allegedly ‘creative workspaces’ published on the Internet across a broad range of industries and corporations. Our analysis shows how their design follows standardized or stereotypical approaches to nurturing creativity: playfully or artistically designed open spaces, environments reminiscent of home, sports and play, nature, past/future technologies, or culturally aligned symbols. We discern underlying connections between office spaces and creativity, suggesting that creativity flourishes in happy, relaxed and playful communities within close-knit teams. We then identify three contradictions in relation to the existing literature on creativity and workspaces: individually versus collectively produced creativity; professionally designed workspaces versus workspaces created through participation; and planned versus emerging creativity.

Praktisk Økonomi & Finans 33 [i.e. 34](2) s. 172-188 Doi: https://doi.org/10.18261/issn.1504-2871-2017-02-03

Kunsten har blitt karakterisert som det økonomiske feltet snudd på hodet (Bourdieu 1993). Å rette seg etter det som er økonomisk gunstig, har ikke alltid vært gangbart om man skal lykkes i kunstens verden. Like fullt, og i økende grad, må også kunstinstitusjoner fokusere på kostnadseffektivitet og sørge for å ha orden på de økonomiske og administrative sidene ved sin drift. Innføringen av mål- og resultatstyring i 1996, som ledd innføringen av nytt økonomireglement i staten og tilhørende den omfattende New Public Management-reformen(e), er en markant endring hvor hensynet til kostnadseffektivitet er blitt tydelig forsterket. Systemet med mål- og resultatstyring (MRS) og kunst representerer på mange måter ulike verdisystemer. Mens mål- og resultatstyring representerer verdier som kontroll, kostnadseffektivitet, regelfølging og planmessighet, representerer kunst verdier som kreativitet, nyskaping, estetiske regelbrudd og rom for det uventede. Følgelig blir spørsmålet: Hvordan berører og påvirker innføringen av systemet med mål- og resultatstyring forholdet mellom de kunstneriske og økonomisk-administrative sidene i kunstinstitusjoner? I denne artikkelen undersøker vi nettopp dette og ser nærmere på perioden fra to år før systemet ble innført i 1996 og fram til 2012. Mer spesifikt presenterer artikkelen en longitudinell studie av hva innføringen av systemet med mål- og resultatstyring har betydd for norske institusjonsteatre.

Journal of Corporate Real Estate 19(3) s. 157-167 Doi: https://doi.org/10.1108/JCRE-09-2016-0029

Purpose The purpose of this paper is to explore the current trend of designing workspaces to foster creativity. The paper brings forth themes that seem to be connected with the so-called ‘creative workspaces’. The paper discusses how the findings relate to recent theory and research. Finally, the paper develops propositions to further elaborate the issue. Design/methodology/approach The paper adopts an inductive and social constructionist approach. In all, 40 internet pictures of workspaces claimed to be creative among a broad range of industries and companies which were analyzed through an aesthetic lens and compared to what theory and research about organizational creativity and space inform us. Findings The designs of ‘creative workspaces’ follow a rather standardized and deterministic assumption of what kind of spaces are considered to produce creativity: open offices, happy, playful communities of close-knit teams and spatial arrangements that resemble home, symbols and memories, sports, technology and nature. This view of creativity and workspaces remains a management fad unless a more balanced approach to the issue is assumed. Research limitations/implications The sample is not to be representative and the findings generalizable as such, but to bring forth the phenomenon. This exploratory and inductive approach calls for a systematic study to prove the propositions in a more controlled research setting and with a bigger sample. Practical implications The paper makes a few suggestions of what companies should pay attention to when building workspaces to improve organizational creativity – and to overcome the fad. Social implications The proposed end-user perspective may ultimately save costs, if people can voice their needs on the space arrangements from the beginning and throughout the building process, not only after the spaces are fully complete, as is typically the case. Originality/value The paper provides a critical view on the trend of building work spaces to purposefully enhance organizational creativity. It brings forth themes that are connected to creativity and workspace designs and suggests that more nuances are involved in the issue.

Handbook of research on leadership and creativity s. 445-457 Doi: https://doi.org/10.4337/9781784715465.00031

Organizational Aesthetics 6(1) s. 99-115

In this article, we seek inspiration from the performative theatre arts to better understand creative work and leadership in a digital age. Theatre artists work and lead creative processes toward theatre performances without any digital distractions. Theatres are a physical manifestation of art. The aesthetic and embodied creative work and leadership is essential for a play that engages and touches the audience. While theories and research about embodied leadership scarcely address digitalization or technology, research about digital and virtual leadership oversees the importance of embodied processes and leadership. Through insight acquired by interviewing theatre directors, we describe how these creative work and leadership processes are about developing and maintaining embodied, emotional and mental focus. We explain and analyse this phenomenon through a description and analysis of theatre art and theatre leadership, where we argue that theatre productions resemble many kinds of temporary creative projects in regular work organizations. Theatre directors lead people in a way that makes theatres one of the last frontiers of digitalization. We also explain what there is to learn from theatres in a digitalized work life, where smart phones, I-pads, PCies or other digital devices never are turned off.

Smart Universities: Education´s Digital Future s. 21-28

Leadership in spaces and places s. 109-127 Doi: https://doi.org/10.4337/9781783477920.00014

Journal of Corporate Real Estate 17(1) s. 63-74 Doi: https://doi.org/10.1108/JCRE-08-2014-0020

Edward Elgar Publishing

The Physicality of Leadership: Gesture, Entanglement, Taboo, Possibilities. s. 59-79 Doi: https://doi.org/10.1108/s1479-357120140000006004

BI Leadership Magazine

Journal of Corporate Real Estate 15(3/4) s. 181-193 Doi: https://doi.org/10.1108/JCRE-11-2012-0028

Arts leadership : international case studies

Journal of the Moscow State University s. 29-55

Pioneering minds worldwide : on the entrepreneurial principles of the cultural and creative industries: actual insights into cultural and creative entrepreneurship research s. 81-84

Konferanserapport fra Senter for kultur- og idrettsstudiar

Magma forskning og viten 12(9) s. 48-55

Cappelen Damm Akademisk

Magma forskning og viten 9(3) s. 76-80

Magma forskning og viten 8(5) s. 20-27

Kunsten å hellige middelet - nye forbindelser mellom kunst og næringsliv s. 81-135

The art of sanctify the instrument - about new relations between art and business

Facility Management - Risks & Opportunities / Bev Nutt (ed.)