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This article discusses how managers can increase creativity from all workers, and how this increase will improve organizational outcomes at all levels.

Paper recommendations are based on existing conceptual and data based garden variety creativity studies. From these studies, a practical, management oriented implementation model is developed.

Managers can substantially improve worker creativity by removing creativity blocks, providing creativity support, and structuring work to promote creativity.

The provided recommendations will improve worker creativity, and this increased creativity will aid companies to better cope with unexpected changes in the business environment.

According to Mumford et al. (2018), case studies illustrating creative-problem solving at work is lacking. To help fill this gap, this study aims to show how metaphorical creativity was integrated in the realm of everyday creativity to form a new soap that solves a cleaning crew's challenge.

Participatory observation was the qualitative methodology used to conduct this study. The cleaning team understood they were the research participants under investigation in the food plant. Participatory observation favored an efficient and flexible process for the cleaners to demonstrate their experiential knowledge while the researchers documented the cleaners' routine cleaning practices and challenges. Directly observing and analyzing the cleaners' everyday creative acts inferred face validity. This ensured to a degree that the study was effective at exploring everyday creativity.

Following Finke's Geneplore model in creative cognition (Birdsell, 2019), the consultant shifted between cycles of analogical reasoning in the generative process with exploratory processes to test hypothesis and tailor his thinking. Through this process, the consultant leveraged everyday creativity to develop a small innovation of foaming a non-foaming soap. The foaming process changed the soap's chemistry, enabling the cleaners to remove the spot quickly, accelerating the cleaning process.

According to Mumford et al. (2018), case studies illustrating creative-problem solving at work are lacking. In this study, we aim to show how metaphorical creativity was integrated into the realm of everyday creativity to form a new soap that solves an industrial cleaning crew's challenge. To fully understand the variety of metaphorical creativity more qualitative cases need to be analyzed and qualitative research is needed to grasp the scale of metaphorical creativity in everyday creativity.

The findings gleaned from this study are beneficial to help organizations solve problems. Viewing problems metaphorically in everyday creativity involves unconventional thinking. When confronted with a challenge that seems impossible to solve, employees should approach the problem from a different angle. Sometimes, a small, innovative act can solve problems that appear hopeless, similar to the Columbus Principle. After all, a challenge is only simple once you know how to pull it off – the triumph is having the courage to try something new and succeeding. With practice, metaphorical creativity is a skill that one can develop. This could e.g. be viewing old problems through a new lens. Applying a new approach may reveal an unconventional solution.

According to Mumford et al. (2018), case studies illustrating creative-problem solving at work are lacking. To help fill this gap, this study aims to show how metaphorical creativity was integrated into the realm of everyday creativity to form a new soap that solves a cleaning crew's challenge.

This paper aims to outline a process for establishing and implementing strategic priorities to enhance worker garden variety creativity – a type of creativity that improves direct worker outcomes such as enhancing operational efficiencies and flexibility.

The paper presents process suggestions that are based on existing research and practical understanding of best practices for improving worker creativity in typical workplace settings.

The paper finds that organizations need to maximize worker creativity at all organizational levels in order to maintain the flexibility necessary for today's turbulent economic climate. Also, there are concrete steps organizations can take to develop this creativity.

This process is not designed to increase high‐level creativity (such as developing new microchips), and is not appropriate for moving organizations forward in such a direction.

Most organizations are better served by increasing more prosaic outcomes that are improved through garden variety creativity. As such, the vast majority of organizations will benefit by finding ways to improve garden variety creativity.

This paper makes a contribution to the literature in terms of understanding how organizations can strategically focus on worker creativity improvements, and how this focus can be translated into managerial actions.

To evaluate the long‐term impact of three types of creativity training workshops conducted within an organization and contrast the influence of training compared with work environment factors in influencing employee innovation.

A follow‐up questionnaire was returned by 71 employees who had taken part in the creativity training programmes offered by a Civil Service organisation. Based on employee innovation theory, respondents were asked about changes in their knowledge, attitudes and use of creativity at work as a result of the training and about work environment factors.

Respondents reported moderate but significant improvements in their levels of creativity knowledge, attitudes, workplace idea generation and idea implementation as a result of attending the training. Analyses also indicated that poor managerial support or an unfavourable departmental climate for innovation could limit the impact of creativity training with regard to influencing idea implementation.

Since the study was a cross‐sectional survey it is recommended future research should test the present findings by using a longitudinal approach. Implications for research into the content and design of creativity training are made.

Guidelines are presented for designing, implementing and evaluating creativity training initiatives and improving work environmental support.

The paper offers a framework for evaluating the effectiveness of creativity training interventions and demonstrates how effectiveness can be limited if the work environment is not favourable.

The purpose of this paper is to explore the relevance of creativity in the strategic management of libraries.

The literature is examined to show how libraries are using creativity in service development. There is also an exploration of various perspectives on creativity from both library commentators and management academics. Different approaches open to library managers to introduce creativity are examined.

The paper finds that creativity is an approach that will inform libraries develop new services in a world where turbulent change is present. Library staff should be encouraged to bring in ideas and intelligence from outside. Teams have to be made up of people with different skills and ideas and they need to be encouraged to be creative. The library manager also has to take responsibility for supporting creativity and various actions are available to him/her. These include allowing staff freedom to make decisions and making sure the work place is as stimulating as possible.

The paper provides food for thought for library practitioners in the use of creativity in developing future services

This study aims to explore the mediating role of employee work engagement in the relationship between training and creativity in the education sector in India.

The sample for this study consisted of 260 faculty members from 11 public universities in the Punjab region. Partial least squares-structural equation modeling (PLS-SEM) was utilized to test the hypotheses.

The results of the study revealed that training has a significant direct and indirect effect on employee creativity through employee work engagement. The findings suggest that training can stimulate work engagement, highlighting the importance of fostering employee engagement for enhancing creativity.

While the method used in this study may not facilitate direct generalizations, it offers valuable insights into prevalent discursive strategies found in numerous contemporary public organizations.

The findings offer insights for designing targeted training interventions to enhance work engagement and foster creativity among faculty members in the education sector.

This study contributes to the existing literature by addressing a gap in research on the interaction between training, work engagement and creativity. As there have been limited studies on this topic in the education sector in India, this research provides novel insights and extends the understanding of how these variables are related.

The aim of this research, which is based on social identity theory (SIT), is to investigate the effect of leader vision (LV) and crab syndrome (CS) on creativity. The impact of LV and CS, as well as psychological ownership (PO), on creativity is examined. It is also to determine the mediating role of PO and the moderating role of instrumental climate (IC) in these relationships.

The research was carried out with the quantitative research method by adopting the screening design. Deductive logic approach was used to develop hypotheses and theoretical framework. The textile sector, where the emphasis on creativity is at the forefront, was chosen as an example. Data without common method variance (CMV) error were analyzed by structural equation modeling (SEM).

The results of the research show that LV is positively related to creativity, while CS is negatively related to creativity. Additionally, a positive correlation has been identified between PO and creativity. It has been revealed that PO has a mediation role in the relationship between the LV and creativity, and the relationship between the CS and creativity. It has been also determined that IC has a moderator role between the LV and PO.

This study introduces a novel perspective on creativity through the integration of the LV and CS concepts. Furthermore, it contributes significantly to the existing creativity literature by examining the impact of PO on creativity and the mediating role of PO.

This study aims to explore how visionary leadership influences innovative work behavior (IWB) with the mediating effect of knowledge sharing (KS), employee creativity and moderating role of work centrality in the relationship between employee creativity and IWB in the organization.

A survey was administered to 304 respondents who were employees in different organizations in the United Arab Emirates. The data were analyzed through structural equation modeling using SmartPLS4.

The results show that visionary leadership is significantly associated with KS and employee creativity. Moreover, employee creativity has a notable impact on IWB, and the connection between employee creativity and IWB remains unaffected by work centrality.

This study offers a novel perspective by investigating the interrelationship between visionary leadership, KS, employee creativity, work centrality and IWB. A distinctive feature of this study lies in its focus on the mediation and moderation effects within this framework, with emphasis on a relatively new leadership style, visionary leadership. By exploring the mediating role of KS between visionary leadership and employee creativity, as well as the mediating role of employee creativity between KS and IWB, this study offers one of the first to highlight the underlying mechanisms that drive IWB. Furthermore, to the best of the authors’ knowledge, this study is one of the first to introduce work centrality as a moderator in the relationship between employee creativity and IWB.

This study probed the impact of using learning technologies (LT) on developing Yemeni English as a foreign language (EFL) students' autonomy and creativity toward English language learning. Also, the research gauged if LT impacts learners' autonomy and creativity across gender and university-type variables.

The study utilized a valid and reliable questionnaire, comprising 20 close-ended items, which was administered to 109 Yemeni EFL undergraduate students.

The researchers found that LT positively impacts learners' creativity and autonomy, with mean scores of 4.09 and 3.86, respectively. Furthermore, the results showed a medium correlation between creativity and autonomy with a correlation coefficient of r = 0.63 at a probability of Sig = 0.00. Likewise, the results revealed that LT impacted female learners' creativity more significantly than their male counterparts (Sig = 0.047). Nevertheless, no significant differences were found pertaining to the impact of LT on students' autonomy across public and private universities (Sig = 0.213).

EFL teachers are advised to encourage their students' autonomy and creativity throughout their lifelong learning journey in order to adapt to the ever-changing demands of the world.

This study investigates the impact of learning technology on Yemeni EFL students' autonomy and creativity.

This chapter analyzes studies on organizational creativity in Latin America. Having identified a gap in the literature, we conducted a systematic literature review that provides academics, entrepreneurs, and managers with an overview of their regional reality. Creativity, seen here as a phenomenon that is distinct from innovation, constitutes a field of growing interest, albeit fragmented. Creativity is a multilevel phenomenon that influences individuals, groups, organizations, and the environment. Our results indicate that in the Latin American context, organizational creativity is a recent field, with publications concentrated in the last decade, and characterized by isolation when viewed from the perspective of partnerships among authors and institutions. We analyzed 39 articles and identified authors, journals, and countries with the largest number of publications. Research papers that investigate what enables creativity in organizations as well as articles that focus on organizational levels are the most commonly found. Subsequently, we discussed implications and directions for the field.