One problem that many organisations face today in the global economy is that too few ideas are turned into innovations. The purpose of this paper is to show how innovations in organisations may be obtained by means of creative energy fields.
The design employed in the research represents a holistic, change oriented approach to innovation, and the methodology is conceptual where an analytical model is used.
The paper provides arguments that organisations need to develop creative energy fields in order to enhance their innovative capacity and performance. In the paper the construct creative energy field is conceptualised as “a spot in an organisation where a Group of creative individuals collaborate and work together in order to bring to surface new ideas which may fuel innovation processes and Development in organisations”. The paper shows that creative energy fields are influenced by five distinct components; those of making a clear purpose, planning after the results have become apparant, an organisation’s rule breakers, drawing a map that changes the landscape, and igniting the flame of innovation. Furthermore, the findings encompass three conditions which need to be present in an organisation in order to make creative energy fields work.
The carried out focuses on the individual organisation which aims to enhance innovation performance.
In relation to practical implications, the paper shows, in particular, how an organisation may move into areas of innovation by means of a Lego system of organising.
To the authors’ knowledge, the creation and use of a novel construct, that of creative energy fields, represents newness and originality in innovation research at the level of the individual enterprise. Furthermore, the paper contributes to the extant management knowledge of innovation by showing how a Lego system of organising may foster innovation at the enterprise level.
Johannessen, J.-A. and Skaalsvik, H. (2015), "The development of innovations in organizations: the role of creative energy fields", Kybernetes, Vol. 44 No. 1, pp. 89-106. https://doi.org/10.1108/K-11-2013-0243
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