@phdthesis{Rose2019,
  author    = {Rose, Robert},
  title     = {Leading for team-level creativity and innovation},
  school      = {Universit{\"a}t Potsdam},
  pages     = {177},
  year      = {2019},
  language  = {en}
}
@article{RoseGroegerHoelzle2021,
  author    = {Rose, Robert and Groeger, Lars and H{\"o}lzle, Katharina},
  title     = {The Emergence of Shared Leadership in Innovation Labs},
  series = {Frontiers in Psychology},
  volume    = {12},
  journal   = {Frontiers in Psychology},
  publisher = {Frontiers in psychology},
  address   = {Lausanne, Schweiz},
  issn      = {1664-1078},
  doi       = {10.3389/fpsyg.2021.685167},
  pages     = {1 -- 13},
  year      = {2021},
  abstract  = {Implementing innovation laboratories to leverage intrapreneurship are an increasingly popular organizational practice. A typical feature in these creative environments are semi-autonomous teams in which multiple members collectively exert leadership influence, thereby challenging traditional command-and-control conceptions of leadership. An extensive body of research on the team-centric concept of shared leadership has recognized the potential for pluralized leadership structures in enhancing team effectiveness; however, little empirical work has been conducted in organizational contexts in which creativity is key. This study set out to explore antecedents of shared leadership and its influence on team creativity in an innovation lab. Building on extant shared leadership and innovation research, we propose antecedents customary to creative teamwork, that is, experimental culture, task reflexivity, and voice. Multisource data were collected from 104 team members and 49 evaluations of 29 coaches nested in 21 teams working in a prototypical innovation lab. We identify factors specific to creative teamwork that facilitate the emergence of shared leadership by providing room for experimentation, encouraging team members to speak up in the creative process, and cultivating a reflective application of entrepreneurial thinking. We provide specific exemplary activities for innovation lab teams to increase levels of shared leadership.},
  language  = {en}
}
@article{RoseHoelzleBjoerk2020,
  author    = {Rose, Robert and H{\"o}lzle, Katharina and Bj{\"o}rk, Jennie},
  title     = {More than a quarter century of creativity and innovation management},
  series = {Creativity and innovation management},
  volume    = {29},
  journal   = {Creativity and innovation management},
  number    = {1},
  publisher = {Wiley-Blackwell},
  address   = {Oxford},
  issn      = {0963-1690},
  doi       = {10.1111/caim.12361},
  pages     = {5 -- 20},
  year      = {2020},
  abstract  = {When this journal was founded in 1992 by Tudor Rickards and Susan Moger, there was no academic outlet available that addressed issues at the intersection of creativity and innovation. From zero to 1,163 records, from the new kid on the block to one of the leading journals in creativity and innovation management has been quite a journey, and we would like to reflect on the past 28 years and the intellectual and conceptual structure of Creativity and Innovation Management (CIM). Specifically, we highlight milestones and influential articles, identify how key journal characteristics evolved, outline the (co-)authorship structure, and finally, map the thematic landscape of CIM by means of a text-mining analysis. This study represents the first systematic and comprehensive assessment of the journal's published body of knowledge and helps to understand the journal's influence on the creativity and innovation management community. We conclude by discussing future topics and paths of the journal as well as limitations of our approach.},
  language  = {en}
}
@misc{RoseGroegerHoelzle2021,
  author    = {Rose, Robert and Groeger, Lars and H{\"o}lzle, Katharina},
  title     = {The Emergence of Shared Leadership in Innovation Labs},
  series = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Humanwissenschaftliche Reihe},
  journal   = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Humanwissenschaftliche Reihe},
  publisher = {Universit{\"a}tsverlag Potsdam},
  address   = {Potsdam},
  issn      = {1866-8364},
  doi       = {10.25932/publishup-54872},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-548724},
  pages     = {1 -- 13},
  year      = {2021},
  abstract  = {Implementing innovation laboratories to leverage intrapreneurship are an increasingly popular organizational practice. A typical feature in these creative environments are semi-autonomous teams in which multiple members collectively exert leadership influence, thereby challenging traditional command-and-control conceptions of leadership. An extensive body of research on the team-centric concept of shared leadership has recognized the potential for pluralized leadership structures in enhancing team effectiveness; however, little empirical work has been conducted in organizational contexts in which creativity is key. This study set out to explore antecedents of shared leadership and its influence on team creativity in an innovation lab. Building on extant shared leadership and innovation research, we propose antecedents customary to creative teamwork, that is, experimental culture, task reflexivity, and voice. Multisource data were collected from 104 team members and 49 evaluations of 29 coaches nested in 21 teams working in a prototypical innovation lab. We identify factors specific to creative teamwork that facilitate the emergence of shared leadership by providing room for experimentation, encouraging team members to speak up in the creative process, and cultivating a reflective application of entrepreneurial thinking. We provide specific exemplary activities for innovation lab teams to increase levels of shared leadership.},
  language  = {en}
}