Innovation and Creativity in Organizations: A State-of-the-Science Review, Prospective Commentary, and Guiding Framework (original) (raw)
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Innovation and Creativity in Organizations
Journal of Management, 2014
Creativity and innovation in any organization are vital to its successful performance. The authors review the rapidly growing body of research in this area with particular attention to the period 2002 to 2013, inclusive. Conceiving of both creativity and innovation as being integral parts of essentially the same process, we propose a new, integrative definition. We note that research into creativity has typically examined the stage of idea generation, whereas innovation studies have commonly also included the latter phase of idea implementation. The authors discuss several seminal theories of creativity and innovation and then apply a comprehensive levels-of-analysis framework to review extant research into individual, team, organizational, and multilevel innovation. Key measurement characteristics of the reviewed studies are then noted. In conclusion, we propose a guiding framework for future research comprising 11 major themes and 60 specific questions for future studies.
Journal of Product Innovation Management, 2000
Marketing managers increasingly face a product innovation dilemma. Managers will have to sell more with fewer new products in an environment where new products are providing lower revenue yields. Therefore, understanding what drives successful innovation is of paramount importance. This paper examines the organizational innovation hypothesis that innovation is a function of individual efforts and organizational systems to facilitate creativity. Our model formulates creativity as a property of thought process that can be acquired and improved through instruction and practice. In this context, individual creativity mechanisms refer to activities undertaken by individual employees within an organization to enhance their capability for developing something, which is meaningful and novel within their work environment. Organizational creativity mechanisms refer to the extent to which the organization has instituted formal approaches and tools, and provided resources to encourage meaningfully novel behaviors within the organization. Using data collected from 634 organizations, we find support for this hypothesis. The results suggest that the presence of both individual and organizational creativity mechanisms led to the highest level of innovation performance. The results also suggest that high levels of organizational creativity mechanisms (even in the presence of low levels of individual creativity) led to significantly superior innovation performance than low levels of organizational and individual creativity mechanisms. The paper also presents managerial and academic implications. This study suggests that it is not enough for organizations to hire creative people and expect the innovation performance of the firm to be superior. Similarly, it is not enough for firms to emphasize management practices to enhance creativity and ignore individual mechanisms. Although it is true that doing either will improve innovation performance, doing both should lead to higher innovation levels. Our understanding of what and how creativity influences innovation performance can be greatly enhanced by additional research that integrates the intrinsic and extrinsic drivers of creativity. Research that examines the role of team creativity efforts in enhancing innovation performance is also vital to an overall improved understanding of creativity, learning, and innovation within organizations.
An investigation of the theoretical links between creativity and innovation in organizations
CERN European Organization for Nuclear Research - Zenodo, 2022
Déclaration de divulgation : L'auteur n'a pas connaissance de quelconque financement qui pourrait affecter l'objectivité de cette étude. Conflit d'intérêts : L'auteur ne signale aucun conflit d'intérêts. Pour citer cet article : LAMDAGHRI. Z & BENABDELHADI .A (2022) « An investigation of the theoretical links between creativity and innovation in organizations » ,
TOWARD A THEORY OF ORGANIZATIONAL CREATIVITY
In this article we develop a theoretical iramework for understanding creativity in complex social settings. We define organizationai creativity as the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system. The starting point for our theoretical development is provided by the interactionist model of creative behavior developed by . This model and supporting literature on creative behavior and organizational innovation are used to develop an interactional framework ior organizational creativity. The theoretical framework is summarized by three propositions that can effectively guide the development of testable hypotheses. lohn E.
A review of creativity within organizations from a psychological perspective
Journal of Management Development, 2010
PurposeThe aim of this paper is to survey the main creativity models, mediators as well as the enhancers of organizational creativity, all from a psychological perspective. In addition, the paper seeks to identify gaps in knowledge of organizational creativity. Aspects of creativity that require closer inspection are described.Design/methodology/approachA review of the literature on creativity within organizations from a psychological perspective was undertaken. A large number of research papers, mainly published after 1985 covering creativity and/or innovation, were identified and critically evaluated for relevance to the paper's purpose, and were judged on sufficient scholarship in order to create a narrative literature review.FindingsDespite the great amount of psychological research on creativity and innovation, only a few models and theories appear to be defined. Moreover, their predictive value and incorporation of possible influencing factors is limited. In general, it ca...
Identify FactorsAffecting Organizational Creativity: A literature review
In today's business environment, one of the essential elements to an organizational success is adaptability, which is introduces as people must be able to accept changes and so takes creativity and innovation. To encourage creativity organizations need to create a climate that supports and enables the creative thinking of employees. In other words, organizations must try to remove barriers that might impede creativity and enhance the factors that enable creativity. For more understanding of creativity, this article attempts to bring into business setting a conceptual framework, which is supported by prior literature. So we review writings in an attempt to clearly identify the factors that influence organizational creativity and hence that need to be taken into consideration when managing creativity in organizational setting.
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This paper includes the classification of theoretical and empirical creativity studies in the field of organizational behavior based on a selective literature review, and the findings of an empirical study on organizational creativity. The first section includes taxonomy of theoretical and empirical studies through the establishment of associations between the concepts of organizational creativity, work (climate) environment, and organizational culture. The second section presents the findings of an empirical study for the exploration of the relationships between creative work environment, organizational culture and affective employee attitudes. The research findings point out that there is a strong and positive association between challenging nature of work, innovative top managements, and work related employee attitudes. Moreover, this association might become more effective depending on the level of person-organization fit. The third and last section of the study includes a guide for practitioners to take necessary measures for fostering employee creativity in organizations.
Reviewing the Link between Employee Creativity, Innovative Behavior and Organizational Innovation
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Interest has been rapidly growing in recent years in which is conceptualized the relationship between employee creativity (EC), innovative behavior (IB), and organizational innovation (OI) in a literature review from both perspectives (i.e., theoretical and empirical). Furthermore, the results of prior research demonstrated that creativity positively affects innovative behavior on the one hand and innovative behavior positively affects organizational innovation on the other hand. In addition, Amabile’s (1988) componential theory of organizational creativity and innovation leads to develop the integrated conceptual framework to solve this seeming inconsistency and the associated contradictions (e.g., from an intangible to a tangible outcome) that support the relationship between EC, IB, and OI.