Suchergebnisse

Co-creative meetings" foster invention and innovation, and therefore enable innovative developmental processes in an organizational and inter-organizational context, including strategy development, product development, human resource development, R & D, and trans-organizational projects. This book illustrates the difference between productive and innovative organizations and what that difference means for meetings taking place in such organizations, both from a conceptual and practical point of view. It provides managers, coaches, consultants and other professionals whose job it is to organize meetings with clear and action-oriented guidelines for the design of "co-creative meetings", and also shows how to incorporate them through experiential learning

What are the strategies entrepreneurs apply to present business closure to public audiences? Most entrepreneurs choose to communicate venture failure publicly so as to foster a favorable impression of failure, in effect engaging in impression management to maintain and/or repair their professional reputation for future career actions. To date, however, the focus of most research has been on managing failure within organizational settings, where organizational actors can interact closely with their audiences. We know little about entrepreneurs' strategies in presenting failure to public audiences in cases where they have limited opportunities for interaction. In response to this, we present an analysis of public business-closure statements to generate a typology of five venture-failure narratives— Triumph, Harmony, Embrace, Offset, and Show—that explains entrepreneurs' distinct sets of impression-management strategies to portray failure in public. In conclusion, we theorize from our public venture-failure typology to discuss how our work advances understanding of the interaction between organizational failure, impression management, and entrepreneurial narratives.