In cognitive science, creative ideas are defined as original and feasible solutions in response to problems. A common proposal is that creative ideas are generated across dedicated cognitive pathways. Only after creative ideas have emerged, they can be enacted to solve the problem. We present an alternative viewpoint, based upon the dynamic systems approach to perception and action, that creative solutions emerge in the act rather than before. Creative actions, thus, are as much a product of individual constraints as they are of the task and environment constraints. Accordingly, we understand creative motor actions as functional movement patterns that are new to the individual and/or group and adapted to satisfy the constraints on the motor problem at hand. We argue that creative motor actions are promoted by practice interventions that promote exploration by manipulating constraints. Exploration enhances variability of functional movement patterns in terms of either coordination or control solutions. At both levels, creative motor actions can emerge from finding new and degenerate adaptive motor solutions. Generally speaking, we anticipate that in most cases, when exposed to variation in constraints, people are not looking for creative motor actions, but discover them while doing an effort to satisfy constraints. For future research, this paper achieves two important aspects: it delineates how adaptive (movement) variability is at the heart of (motor) creativity, and it sets out methodologies toward stimulating adaptive variability.
SMEs represent a very important part of the European economy today, and within this SME group the creative sector is recently one of the fastest growing sectors. Our paper studies the innovation management of 105 creative SMEs in Flanders and the Netherlands, based on the innovation diagnostic instrument, developed by Mazzarol & Reboud (2006). On the side of the „innovation climate‟ we identified many stimulating factors such as the well developed infrastructure and proximity of logistics and suppliers and an innovative and stimulating life style in the global area of Flanders and the Netherlands. However, we identified many restricting legislations and regulations that seem to hamper seriously most creative SMEs. Above that, many creative SMEs fail to find sufficient access to capital to invest in their growing innovative activities. We observe that the Dutch creative SMEs find more easily access to external financial resources and governmental support and subventions than their Flemish colleagues. Finally, the use of managerial tools like a SWOT analysis or setting up a solid financial or business plan seems very uncommon but required among creative SMEs.
This article studies the innovation management of 105 creative SMEs in Flanders and the Netherlands. This region appears to have an innovative climate and stimulating life style, well developed infrastructure and proximity of logistics and suppliers. However, we identified many restricting legislations and regulations that hamper creative SMEs. Above that, creative SMEs fail to find sufficient access to capital to invest in their growing innovative activities. Dutch creative SMEs find more easily access to external financial resources and governmental support than their Flemish colleagues. Finally, the use of managerial and financial tools seems uncommon but required among creative SMEs.
