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Book part
Publication date: 25 March 2008

Mark D. Agars, James C. Kaufman and Tiffany R. Locke

Organizational creativity and innovation are inherently complex phenomena, and subject to a myriad of broad contextual and social influences. As the evidence grows for the…

Abstract

Organizational creativity and innovation are inherently complex phenomena, and subject to a myriad of broad contextual and social influences. As the evidence grows for the link between innovation and organizational effectiveness and, ultimately, organizational survival, there is no doubting the need for theoretical and practical advances in our understanding. The complex nature of these constructs, however, requires that such efforts utilize a multi-level lens. This chapter discusses key aspects of creativity and innovation in organizations, including fundamental construct definition issues, which underscore the need for a multi-level perspective. It also reviews extant theoretical perspectives for their contributions to a multi-level understanding, and the research in two key areas of social influence – group factors and leadership – that have received substantial attention in the organizational literature. The review and discussion of these areas reveal not only numerous advances, but also substantial limitations that must be resolved through more complex and comprehensive (i.e., multi-level) approaches. The chapter concludes with several recommendations intended to guide and inform future work in the organizational creativity and innovation field.

Details

Multi-Level Issues in Creativity and Innovation
Type: Book
ISBN: 978-1-84950-553-6

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Article
Publication date: 18 May 2021

Akriti Chaubey, Chandan Kumar Sahoo and Kishore Chandra Das

The purpose of this study to understand the effects of training and creativity on organizational innovation under the moderating influence of the organizational climate.

Abstract

Purpose

The purpose of this study to understand the effects of training and creativity on organizational innovation under the moderating influence of the organizational climate.

Design/methodology/approach

The theoretical model is grounded in the contingent resource-based view. To test the research hypotheses, this paper has gathered the cross-sectional data using a single informant pre-tested questionnaire. The data were collected from respondents working in Indian automotive manufacturing organizations. The data were further tested for the normality criteria followed by hypotheses testing using co-variance-based structural equation modelling Statistical Package for Social Sciences (SPSS), 2010.

Findings

The relationship between training and organizational innovation was leveraged by employee creativity, which acts as a mediator between the two. Moreover, the organizational climate augments the mediation process by coherently creating a positive moderating influence.

Practical implications

This study provides prospective insights to management leaders and practitioners by establishing how training can bring about positive change in the innovative front of the organization. It also offers keys to the organizations for an active engagement of the employees through a supporting climate conducive for harnessing of individual creativity and innovative potential.

Originality/value

This is the first endeavour made to examine the moderated mediation influence of organizational climate on training and employee creativity, by studying the mediating effect of employee creativity between training and organizational innovation.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

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Book part
Publication date: 29 August 2005

Michael D. Mumford and Samuel T. Hunter

Recognizing the impact of innovation on organizational performance, scholars from a number of disciplines have sought to identify the conditions that make innovation…

Abstract

Recognizing the impact of innovation on organizational performance, scholars from a number of disciplines have sought to identify the conditions that make innovation possible. Although these studies have served to identify a number of key variables, the relationship between these variables and innovation is complex. In this chapter, we argue that the apparent complexity of these relationships may be attributed to cross-level differences in the requirements for innovation and the existence of complex interactions among the phenomena operating at a given level of analysis. The implications of this multi-level perspective for understanding how innovation occurs in organizational settings are discussed.

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Multi-Level Issues in Strategy and Methods
Type: Book
ISBN: 978-1-84950-330-3

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Book part
Publication date: 16 October 2006

Cynthia T. Matthew and Robert J. Sternberg

This chapter explores the unique role of leadership in organizational innovation. Drawing from the investment theory of creativity (Sternberg & Lubart, 1995), we show that…

Abstract

This chapter explores the unique role of leadership in organizational innovation. Drawing from the investment theory of creativity (Sternberg & Lubart, 1995), we show that organizational innovation begins with a leadership decision. Based on a review of the creativity, organizational, and leadership literatures, the key components of organizational innovation are examined from individual, group, and organization-wide perspectives. Leading innovation is conceptualized as a special case of leading organizational change, which requires creative leadership skills applied to social systems. Establishing an organizational environment that supports innovation in the current market environment increases systemic paradoxes that must be managed by leaders. We conclude that leading innovation increases the creative demand on the leadership system, which requires leaders who have a developed understanding of the process of innovation and its environmental requirements.

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Innovation through Collaboration
Type: Book
ISBN: 978-0-76231-331-0

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Book part
Publication date: 8 July 2010

Fabrizio Maimone and Marta Sinclair

This exploratory study investigates the relationship between affective climate and creativity as contributing factors to knowledge creation in organizations. Organizational

Abstract

This exploratory study investigates the relationship between affective climate and creativity as contributing factors to knowledge creation in organizations. Organizational creativity represents a source of new task-related ideas, implemented in the form of innovation. We argue that creativity is inherently linked to the process of knowledge creation embedded in the organizational context and related to social interaction. Our study identified several affective conditions that appear to be present when the professional environment supports creativity. These findings suggest that affective climate does influence the organizational setting, fostering or inhibiting organizational creativity.

Details

Emotions and Organizational Dynamism
Type: Book
ISBN: 978-0-85724-177-1

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Article
Publication date: 4 January 2019

Akriti Chaubey and Chandan Kumar Sahoo

This study aims to focus on examining the impact of transformational leadership on employee creativity to enhance organizational innovation through mediating effect of…

Abstract

Purpose

This study aims to focus on examining the impact of transformational leadership on employee creativity to enhance organizational innovation through mediating effect of intrinsic motivation and the moderating effect of organizational culture on the relationship between employee creativity and organizational innovation in Indian automobile industries.

Design/methodology/approach

Responses were collected from engineers, managers and R&D professionals from car manufacturing and R&D units from southern India through a structured questionnaire. The data were analyzed using IBM SPSS version 20. The validity of the constructs and the theoretical model were confirmed by applying structural equation modeling approach using IBM SPSS Amos version 20.

Findings

Empirical findings proved that transformational leadership has a positive effect on employee creativity, as mediated by intrinsic motivation. Studies also revealed that employees tend to exhibit higher creative potential when they are exposed to a higher degree of distinct shared assumptions, values and beliefs, which governs their behavior in an organization.

Research limitations/implications

As research was carried out in Indian automobile manufacturing and R&D units, it cannot be generalized across the broader range of sectors and international environment.

Originality/value

This research is unique in its attempt to empirically test the moderating effect of organizational culture in enhancing organizational innovation in Indian automobile industry.

Details

International Journal of Innovation Science, vol. 11 no. 1
Type: Research Article
ISSN: 1757-2223

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Article
Publication date: 8 February 2016

Khuram Shahzad, Sami Ullah Bajwa, Ahmed Faisal Imtiaz Siddiqi, Farhan Ahmid and Ali Raza Sultani

– This study aims to identify if an integration between knowledge strategy and knowledge management (KM) processes leads to organizational creativity and performance.

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2006

Abstract

Purpose

This study aims to identify if an integration between knowledge strategy and knowledge management (KM) processes leads to organizational creativity and performance.

Design/methodology/approach

Quantitative strategy and cross-sectional survey method were used to collect data. In all, 219 randomly selected respondents from 173 listed companies provided feedback through self-administered questionnaire. Factor analysis and multiple regression techniques were used to test multiple hypotheses.

Findings

Results revealed the significant positive impact of system-oriented KM systems strategy on KM process capabilities, creativity and organizational performance. No significant impact has been found of human-oriented KM strategy on different KM processes and organizational performance. However, it interestingly has a significant negative relationship with organizational creativity. KM processes have significant impact on organizational creativity and performance. Organizational creativity has also been identified as having a strong significant impact on organizational performance.

Originality/value

This paper fills the knowledge gap by undertaking a study which has not been conducted before.

Details

Journal of Modelling in Management, vol. 11 no. 1
Type: Research Article
ISSN: 1746-5664

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Article
Publication date: 7 April 2015

Tomi J. Kallio, Kirsi-Mari Kallio and Annika Johanna Blomberg

The purpose of this study is to explore the potential positive effects of the design of a physical organisational environment on the emergence of an organisational culture…

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4863

Abstract

Purpose

The purpose of this study is to explore the potential positive effects of the design of a physical organisational environment on the emergence of an organisational culture conducive to organisational creativity.

Design/methodology/approach

The study is based on an in-depth, longitudinal case study, the aim being to enhance understanding of how a change in physical space, including location, spatial organisation and architectonic details, supports cultural change.

Findings

It is suggested that physical space plays an implicit yet significant role in the emergence of a culture conducive to organisational creativity. It appears from the case analysis that there are three aspects of culture in particular, equality, openness and collectivity, that may be positively affected by the design of an organisation’s physical environment.

Practical implications

The careful choice, planning and design of an organisation’s physical location, layout and style can advance the appearance of an organisational culture conducive to creativity.

Originality/value

The paper describes a longitudinal study comparing a case organisation before and after a change in its physical environment. The longitudinal data illustrates how a change in the spatial environment contributes to the emergence of a culture conducive to organisational creativity.

Details

Facilities, vol. 33 no. 5/6
Type: Research Article
ISSN: 0263-2772

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Article
Publication date: 13 February 2017

Naser Valaei

The purpose of this paper is to propose a model of competitiveness for small and medium-sized enterprises (SMEs) by investigating the structural relationship between…

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1315

Abstract

Purpose

The purpose of this paper is to propose a model of competitiveness for small and medium-sized enterprises (SMEs) by investigating the structural relationship between organizational structure, knowledge quality (KQ) dimensions, improvisational creativity, compositional creativity and innovation in an emerging market – Malaysia – grounding in sense-making and organizational improvisational theories.

Design/methodology/approach

A total of 358 valid questionnaires administered among SMEs’ top management were used in examining the measurement model and structural relationship between latent constructs using partial least squares (PLS) path-modelling approach.

Findings

The findings indicate that a flat organizational structure influences business entities’ sense-making activities in the way they realize the intrinsic value of knowledge (intrinsic KQ) and take action to apply the organizational knowledge (actionable KQ). These sense-making activities are also conducive to SMEs’ improvisational creativity, compositional creativity and innovative capabilities. All KQ dimensions are positively interrelated, thus supporting sense-making theory.

Originality/value

A sustainable competitive advantage for SMEs requires a setting that is based on a lean, decentralized and cooperative organizational structure that shapes organizational KQ. As a contribution to the literature, accessibility KQ is introduced as a KQ dimension. Even though previous research was unclear on the reflectiveness/formativeness of KQ, by applying confirmatory tetrad analysis-PLS, this study empirically supports that KQ is a formative construct.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 47 no. 1
Type: Research Article
ISSN: 2059-5891

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Article
Publication date: 8 February 2016

Wenxing Liu, Pengcheng Zhang, Jianqiao Liao, Po Hao and Jianghua Mao

Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of…

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4249

Abstract

Purpose

Prior researches have indicated that leadership had an important impact on employee creativity. However, the authors know little about the link between the dark side of leadership-abusive supervision, and employee creativity, as well as its underlying mechanisms. Combining psychological safety theory and social identification theory, the purpose of this paper is to examine the relationship between abusive supervision and employee creativity and the mediating role of psychological safety and organizational identification between abusive supervision and employee creativity.

Design/methodology/approach

The authors conducted a multi-source and time-lagged data collection. At Time 1, team members evaluated abusive supervision and psychological safety, and at Time 2, team members evaluated organization identification, and team leaders evaluated members’ creativity. Abusive supervision, psychological safety were evaluated at first stage and organizational identification, creativity were evaluated at second stage, being conducted 2-4 weeks later after the first stage. Finally 423 participants completed two waves of data collection.

Findings

The results suggested that, abusive supervision had negative effects on psychological safety and organizational identification, and psychological safety partially mediated the relationship between abusive supervision and organizational identification, and organizational identification fully mediated the relationship between psychological safety and creativity, and the negative effect of abusive supervision on employee creativity was mediated by psychological safety and then by organizational identification.

Originality/value

This study identifies and examines the mechanism underlying the effect of abusive supervision, and suggests that psychological safety and organizational identification are two important mediators of the complex relationship between abusive supervision and employee creativity. Therefore, this study not only re-examines the inconsistent effect of abusive supervision on employee creativity, but also represents the first attempt at integrating the psychological safety perspective and social identification theory to study employee creativity and offers important implications for theory development.

Details

Management Decision, vol. 54 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

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