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Enhancing organisational creativity: the process of perpetual challenging

Constantine Andriopoulos (University of Strathclyde, Glasgow, UK)
Andy Lowe (University of Strathclyde, Glasgow, UK)

Management Decision

ISSN: 0025-1747

Article publication date: 1 December 2000


Pressures have increased for both profit and non‐profit organisations to become “innovative organisations”. This study has revealed the grounded theory of perpetual challenging as a process for enhancing organisational creativity. Perpetual challenging refers to the ways through which creative organisations enhance their employees’ internal drive to perceive every project as a new creative challenge so that their individual contribution is maximised and an innovative solution can arise. Perpetual challenging has four sub‐core variables, namely adventuring, overt confronting, portfolioing and opportunising. A grounded theory approach was used in order to conceptualise the behaviour of employees under investigation. The perpetual challenging process has implications for both academics and practitioners since it explains how creative organisations should develop chaotic situations in their workplace environment to enhance the intellectual capital within the organisation, which will yield the competencies and capabilities for improved performance.



Andriopoulos, C. and Lowe, A. (2000), "Enhancing organisational creativity: the process of perpetual challenging", Management Decision, Vol. 38 No. 10, pp. 734-742.




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