How to enhance organizational learning: Some factors that influence creativity competency

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Creativity remains an elusive concept that lacks a universal definition. It is open to different interpretations depending on the domain. This makes it difficult for firms to make creativity competency part of their development programs. However, certain assumptions can be made about creativity. These include the notion that creative thinking involves forming associations between seemingly unrelated experiences to create new meanings. The need to generate multiple ideas seems likewise to be widely acknowledged. Companies would also be best served by making efforts to ascertain employee perceptions of creativity and the factors and obstacles that influence it. Incorporating such knowledge into training programs can enhance learning effectiveness.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2017), "How to enhance organizational learning: Some factors that influence creativity competency", Development and Learning in Organizations, Vol. 31 No. 3, pp. 26-28. https://doi.org/10.1108/DLO-03-2017-0021