In an era defined by uncertainty, technological turbulence, and organizational fragility, the capacity for creativity and resilience has become central to R&D management.
Traditionally, research on resilience has focused on external disruptions - market crises, technological upheavals, geopolitical risks - while internal disruptions such as sabotage, resistance to change, and silent disengagement remain largely unexplored.
This track argues that these internal dynamics, though often overlooked, represent an equally critical frontier for understanding how organizations can creatively anticipate and adapt to adversity.

Sabotage has typically been examined as an intentional, deviant, and destructive behavior that undermines organizational performance [1][2]. However, recent research suggests that sabotage may also reveal hidden weaknesses and structural rigidities, exposing the limits of control and adaptability [3][4]. Recognizing these fragilities early can prevent escalation and foster proactive vulnerability management.

Recent studies have expanded this perspective to the knowledge management domain. Perotti et al. [5] found that approximately half of surveyed employees had experienced knowledge sabotage by a colleague, while one in four admitted engaging in such acts within the past year, evidence that sabotage is not an anomaly but a pervasive phenomenon.

Similarly, Caputo et al. [6] demonstrate that when employees perceive internal and environmental change as threats, they adopt defensive knowledge behaviors that constrain collaboration and creativity. Together, these insights position sabotage as an analytical signal of structural fragility rather than a mere behavioral deviation.

As Serenko [7] argues, knowledge sabotage is an informative counterproductive behavior exposing the limits of trust and knowledge sharing. Likewise, Wallace et al. [8] show that even in academic contexts, sabotage reveals tensions between autonomy, identity, and control. Seen through this lens, sabotage is both a symptom of dysfunction and a mirror of the organization’s adaptive limits.
Sabotage scenarios can therefore serve as experimental spaces to test the flexibility of structures, routines, and relational networks, transforming internal threats into opportunities for learning and renewal. By embracing such paradoxes, organizations can develop creative and adaptive management approaches that strengthen their resilience.

This track invites scholars to reconsider sabotage as a generative lens through which to explore how organizations convert internal disruption into creative capacity. We welcome theoretical, empirical, and methodological contributions, quantitative, qualitative and mixed methods, addressing questions such as:
• How do resistance to change and counterproductive behaviors reveal fragilities in innovation processes?
• Can AI-based modeling and simulation be used to map anti-sabotage competencies and test resilience strategies?
• Which creative management practices can transform potential sabotage into opportunities?
• What individual and collective competences - emotional intelligence, collaboration, systems thinking - enable proactive vulnerability management?

This track aims to foster interdisciplinary dialogue among scholars of innovation, organizational behavior, and digital transformation, advancing a research agenda that connects resilience and creativity by reframing organizational threats as internal signals to learn from and catalysts for adaptation, innovation, and sustainable growth.

In parallel, connections are being developed with leading international journals toward a Special Issue on internal sabotage, creativity, and organizational resilience. Authors of selected papers will be invited to submit an extended version for the Special Issue. Further information and updates will be shared in due course.