How do Individual‐Level Factors Affect the Creative Solution Formation Process of Teams?

The generation of creative solutions involves nonlinear dynamic procedures that can only be achieved through the creativity of individual team members. Thus, it is important to understand how the formation of individual‐level creativity factors influence the creative solution formation process. The creative solution formation process can be divided into four phases: idea generation, idea screening, idea development and solution verification. Prior research suggests that the creative process may be affected by motivation (intrinsic and extrinsic), knowledge stock (explicit and tacit), individual creativity (intelligence and divergent thinking), and pressure (challenge and time). We tested the effects of these eight factors on performance in the idea generation and idea development phases by conducting an experiment. Our results indicate that intrinsic motivation, intelligence and divergent thinking have a significant positive effect on both idea generation and idea development. Tacit knowledge and challenge pressure have a significant positive effect on idea generation. Time pressure has a significant negative effect on idea development. We also show that both idea generation and idea development have a significant impact on the quality of the final creative solution.     

Creative cognition: A multidisciplinary and integrative framework of creative thinking

Extant research provides vast information on antecedents to creativity. However, creative thinking is oftentimes treated as a black box, requiring input and producing creative output. Cognitive processes occurring during creative thinking tend to be neglected, although they can provide a bridge between the inputs to creativity and the resulting outputs. Literature offers different perspectives on creative thinking processes, such as the separation of divergent and convergent thinking, different stages of creativity or the concept of creative cognition. This variety of concepts underlying creativity has led to confusion and misinterpretations of some concepts. Moreover, the overemphasis on creative outcomes and divergent thinking has resulted in a neglect of a more comprehensive view on cognitive dimensions of creativity. Through reviewing and synthesizing multidisciplinary literature on creativity, an integrative framework is developed positioning cognitive elements of creativity within a system including organizational antecedents to creativity and creative outcomes. The framework seeks to offer pathways to increasingly incorporate the concept of creative cognition into future research. Suggesting different forms of creative cognition that individuals engage in during creative thought, this theoretical work further offers a theoretical development of creativity concepts that intends to inspire future research designs and facilitates cross-disciplinary knowledge transfer.     

Organizational Antecedents of Creative Self‐Efficacy

A number of studies have documented a relationship between creative self‐efficacy and creative performance. The main aim of the present study was to investigate organizational factors that may influence such creative self‐efficacy. The examined variables included employees' task type and task autonomy, the quality of relationship between supervisors and subordinates (leader–member exchange [LMX]), as well as perceived levels of collegial support for creativity. The sample included 240 employees in a manufacturing company. The hypotheses were tested using partial least squares analysis. Results showed significant and positive relationships between the study variables and creative self‐efficacy, supporting the hypotheses. Furthermore, the combinations of task autonomy and high‐quality LMX, as well as task autonomy and collegial support for creativity, were positively associated with creative self‐efficacy. The results of this study may give guidance to leaders and consultants who want to enhance the creativity levels of employees through organizational development efforts.     

Individual Creativity and Team Climate in Software Development Projects: The Mediating Role of Team Decision Processes

This study investigates how individual creativity is related to the quality of team decision processes and team climate, and the mediating role of team decision processes between individual creativity and team climate. A multi‐level theoretical model was proposed and partial least squares structural equation modelling (PLS‐SEM) was conducted on a sample of 139 software development projects. The results suggest that: (i) individual creativity improves the quality of team decision processes, (ii) team decision processes are positively associated with four dimensions of team climate (organizational support, innovation orientation, goal orientation and informal structure), and (iii) team decision processes partially mediate between individual creativity and team climate. In particular, the obtained results stress the role of individual creativity in the formation and evolution of a positive climate by means of team decision processes. The study implies that managers should recognize the value of creative individuals as the basic source of competitive advantage and success. It further discusses the managerial implications of the findings as well as limitations and constructive new directions for future studies to improve software development team performance.     

Virtual reality application influences cognitive load-mediated creativity components and creative performance in engineering design

Virtual reality (VR) can promote design performance, and may generate a high cognitive load and affect creative design thinking as well. In order to examine the effect of VR application on cognitive load and engineering design creativity, this study recruited 81 eighth-grade students as participants and employed a non-equivalent-groups quasi-experimental design to examine how VR application influences creativity components and creative performance. A creativity component scale (creative motivation, creative thinking, and professional cognition), a measurement of creative performance, and a cognitive load scale were used to collect data. The study also investigated the ability of VR application to predict creativity components and creative performance, using cognitive load as the mediator. The conclusions are as follows: (1) VR application had marked effects on professional cognition and creative motivation but no effect on creative thinking skills. (2) VR application had marked effects on the novelty and usefulness aspects of creative performance, particularly with respect to usefulness. (3) VR application had marked effects on extraneous and germane cognitive load, but no influence on intrinsic cognitive load, and (4) Both VR application and cognitive load were able to predict creativity components and creative performance. Their abilities to predict creative performance approached an acceptable level. Nevertheless, VR application had no effect on general creative thinking skills; therefore, other teaching strategies are needed to strengthen creative thinking.     

Assessing the effects of different multimedia materials on emotions and learning performance for visual and verbal style learners

Multimedia materials are now increasingly used in curricula. However, individual preferences for multimedia materials based on visual and verbal cognitive styles may affect learners' emotions and performance. Therefore, in-depth studies that investigate how different multimedia materials affect learning performance and the emotions of learners with visual and verbal cognitive styles are needed. Additionally, many education scholars have argued that emotions directly affect learning performance. Therefore, a further study that confirms the relationships between learners' emotions and performance for learners with visual and verbal cognitive styles will provide useful knowledge in terms of designing an emotion-based adaptive multimedia learning system for supporting personalized learning. To investigate these issues, the study applies the Style of Processing (SOP) scale to identify verbalizers and visualizers. Moreover, the emotion assessment instrument emWave, which was developed by HeartMath, is applied to assess variations in emotional states for verbalizers and visualizers during learning processes. Three different multimedia materials, static text and image-based multimedia material, video-based multimedia material, and animated interactive multimedia material, were presented to verbalizers and visualizers to investigate how different multimedia materials affect individual learning performance and emotion, and to identify relationships between learning performance and emotion. Experimental results show that video-based multimedia material generates the best learning performance and most positive emotion for verbalizers. Moreover, dynamic multimedia materials containing video and animation are more appropriate for visualizers than static multimedia materials containing text and image. Finally, a partial correlation exists between negative emotion and learning performance; that is, negative emotion and pretest scores considered together and negative emotion alone can predict learning performance of visualizers who use video-based multimedia material for learning.     

Assessing the effects of different multimedia materials on emotions and learning performance for visual and verbal style learners

Multimedia materials are now increasingly used in curricula. However, individual preferences for multimedia materials based on visual and verbal cognitive styles may affect learners' emotions and performance. Therefore, in-depth studies that investigate how different multimedia materials affect learning performance and the emotions of learners with visual and verbal cognitive styles are needed. Additionally, many education scholars have argued that emotions directly affect learning performance. Therefore, a further study that confirms the relationships between learners' emotions and performance for learners with visual and verbal cognitive styles will provide useful knowledge in terms of designing an emotion-based adaptive multimedia learning system for supporting personalized learning. To investigate these issues, the study applies the Style of Processing (SOP) scale to identify verbalizers and visualizers. Moreover, the emotion assessment instrument emWave, which was developed by HeartMath, is applied to assess variations in emotional states for verbalizers and visualizers during learning processes. Three different multimedia materials, static text and image-based multimedia material, video-based multimedia material, and animated interactive multimedia material, were presented to verbalizers and visualizers to investigate how different multimedia materials affect individual learning performance and emotion, and to identify relationships between learning performance and emotion. Experimental results show that video-based multimedia material generates the best learning performance and most positive emotion for verbalizers. Moreover, dynamic multimedia materials containing video and animation are more appropriate for visualizers than static multimedia materials containing text and image. Finally, a partial correlation exists between negative emotion and learning performance; that is, negative emotion and pretest scores considered together and negative emotion alone can predict learning performance of visualizers who use video-based multimedia material for learning.     

Constraints that Help or Hinder Creative Performance: A Motivational Approach

Threatening situations, in which people fear negative outcomes or failure, evoke avoidance motivation. Avoidance motivation, in turn, evokes a focused, systematic and effortful way of information processing that has often been linked to reduced creativity. This harmful effect of avoidance motivation on creativity can be problematic in financially turbulent times when people fear for their jobs and financial security. However, particularly in such threatening times, creativity may be crucial to innovate, adapt to changing demands and stay ahead of competitors. Here, I propose a theoretical framework describing how different types of constraints in the workplace affect creative performance under approach and avoidance motivation. Specifically, under avoidance motivation, constraints that consume or occupy cognitive resources should undermine creativity, but constraints that channel cognitive resources should facilitate creativity. Understanding the impact of different types of constraints on creative performance is needed to develop strategies for maximizing creativity in the workplace.     

Thematic Ideation – Antecedents and Consequences of Individuals’ Thematic Similarity Recognition

Work on thematic thinking, an individual's preference for basing decisions and cognitive processes on thematic similarity, has been developed recently. These preferences also build the basis for idea generation (thematic ideation) and evaluation processes. Research results indicate that there are inter‐individual differences in these preferences. We apply these findings from the field of cognition to the business context and theoretically develop and empirically test a set of antecedents and consequences of thematic thinking. Results indicate that experience and positive affect are positively related to thematic thinking. The consequences that were examined, adaptation and creativity, showed relations which were reverse to the ones hypothesized based on related prior literature. Counter‐intuitively, adaptation is positively related to thematic thinking, while creativity is negatively related. We discuss theoretical and managerial implications and highlight avenues for future research on thematic thinking.     

Organizing Individual and Collective Creativity: Flying in the Face of Creativity Clichés

The growing complexity of problems requires collective solutions to produce creative outcomes. Organizational theory on creativity has been extensively developed in recent decades, but two problematic issues remain. First, no current comprehensive model explains the development of collective creativity. Second, no empirical research has been conducted on the process of theory dissemination and its relevance within the managerial community. This paper provides evidence which can inform the design of collective creative projects within organizations, flying in the face of some managerial clichés. We design a research project which enables managerial sensemaking to emerge and which proposes a comprehensive approach to the design of team creativity. From a research design involving 24 managers and 98 eleven‐person groups, results confirm that creativity is not only about creative genius, and design for creativity is not a matter of linear correlation but implies a more sophisticated and integrative approach according to which individual creative skills, team dynamics and organizational solutions interact with each other to produce a collective creative performance.     

Creativity in non‐routine jobs: The role of transformational leadership and organizational identification

An increasing number of individuals work in jobs with little standardization and repetition, that is, with high levels of job non‐routinization. At the same time, demands for creativity are high, which raises the question of how employees can use job non‐routinization to develop creativity. Acknowledging the importance of social processes for creativity, we propose that transformational leaders raise feelings of organizational identification in followers and that this form of identification then helps individuals to develop creativity in jobs with little routinization. This is because organizational members evaluate and promote those ideas as more creative, which are in line with a shared understanding of creativity within the organization. To investigate these relationships, we calculated a mediated moderation model with 173 leader–follower dyads from China. Results confirm our hypotheses that transformational leadership moderates the relationship between job non‐routinization on employee creativity through organizational identification. We conclude that raising feelings of social identity is a key task for leaders today, especially when working in uncertain and fast developing environments with little repetition and the constant need to develop creative ideas.     

The dynamic influence of emotions on game-based creativity: An integrated analysis of emotional valence,activation strength,and regulation focus

Emotion has been identified as an important predictor of creativity, but little attention has been put on investigating how emotion, especially that considers regulation focus, may dynamically influence male and female students' creativity in game-based situations. To explore the dynamic relationship between various types of emotions and creativity during game playing, 266 college students were included and the Creativity Game-based Evaluation System (CGES) was developed in this study. Four types of emotions integrating perspectives of valence (positive vs. negative), activation (high vs. low), and regulatory focus (prevention vs. promotion) were investigated in this study: the positive-low activation-prevention emotion (P-L-Pre) (calm and relaxed), the positive-high activation-promotion emotion (P-H-Pro) (happy and elated), the negative-high activation-prevention emotion (N-H-Pre) (nervous and anxious), and the negative-high activation-promotion emotion (N-H-Pro) (frustrated and angry). The results revealed that, although there was a slight gender difference in game-based creativity, the prediction patterns of emotions in game-based creativity were very similar among participants with different genders. Specifically, emotions during game playing can better predict creativity than those of the baseline; moreover, the P-H-Pro emotion can facilitate performance on creativity, whereas the N-H-Pro emotion can decrease creativity performance. Thus, providing appropriate challenges to induce highly-activated and promotion-focused positive emotions are critical for the success of games designed to improve creativity.     

Creativity (Ideas) Management in Industrial R&D Organizations: A Crea‐Political Process Model and an Empirical Illustration of Corus RD&T

Creativity management is a crucial topic to consider in the debate about the innovative research department. Against the background of discussions about individual creativity and organizational commitment, this article argues that the creative process in organizations is a matter of political strategies. The ideator literally has to sell his/her idea. The article therefore comes up with a crea‐political process model in which there is ample room for the thought that ideas emerge and survive within a social‐political context. In addition, the crea‐political process model is used to analyse the way in which the Corus Group Research Development and Technology (RD&T) department has implemented an electronic idea‐management system. The system, called eureka!, has been designed as a straightforward platform to capture, review, evaluate and select creative ideas. The findings challenge the literature on idea management in organizations to consider the political activities of ideators in the whole process of creativity.     

Analysing the role of a pedagogical agent in psychological and cognitive preparatory activities

There is a lack of studies that examine the role of a pedagogical agent on student development in a specific learning situation that involves psychological and cognitive preparatory activities in high school settings. We examined the effectiveness of pedagogical agent (APT) cognitive and affective feedback on learner motivation and well-being. We applied an experimental research design, involving 45 fourth-year high school students, divided in experimental and control groups (APT vs. human tutor). We performed a quantitative analysis to collect and analyse data of students using our APT. APT cognitive feedback had a positive effect on students' motivation for learning by encouraging students' proposals and initiatives and arousing students' interest in the topic. In addition, APT affective feedback fostered an appropriate emotional climate and creative environment for learning by enhancing students' curiosity, creativity and confidence for carrying out the activity, while reducing students' negative emotions such as boredom and anger. This study provided us useful insights about the affective (and cognitive) competencies that a virtual affective pedagogical agent needs to have in order to support students' mental and emotional health throughout a learning situation. Yet, further research is needed to consolidate these findings and make APT more adaptive to different learning situations.     

Subject Positions and Power Relations in Creative Organizations: Taking a Discursive View on Organizational Creativity

In this paper we take a discursive view on organizational creativity and examine subject positions and power relations produced within a discourse on creativity in two different kinds of creative organizations, an opera house and a games company. In particular, we focus on the ways in which the discourse is practised in creative production processes. The two cases illustrate how the macro‐level discourse on creativity can be enacted in a more micro‐level construction of subjectivities. In the study we identified several subject positions that were shared by both organizations, and examined how they were embedded in the organizations' formal and informal hierarchies. By taking a discursive approach to creativity, we have also been able to explore some unwanted consequences of emphasizing creativity in organizations.     

A Theoretical Framework Linking Creativity,Empowerment, and Organizational Memory

Empowerment, creativity, and organizational memory are constructs that have been researched in MIS. While each construct has received individual attention, we have found relatively little research linking them. One of the major edicts of empowerment is delegation of decision making authority to lower-level employees. Increased authority allows employees more freedom to be creative. However, if creative thought is generated but not captured, innovative ideas may be lost. Organizational memory can capture creative ideas as they are generated so that empowered teams can draw upon positive creative experiences. We developed a theoretical model to illuminate the relationships between organizational memory, worker empowerment, and creativity. The model portrays the linkages between empowerment and creativity, creativity and organizational memory, and organizational memory and empowerment. The model was developed based on the literature in each respective area and an interview-based study concerning “empowered” systems development project teams and organizational memory. Analysis of the interview data revealed that empowered workers generate creative solutions to problems. However, creative solutions can only be used for future projects if they are somehow recorded into organizational memory. Organizations that empowered their workforce and embraced creativity reported increased customer satisfaction, waste reduction, and some quality gains. In contrast, those that did not empower reported little or no change. Organizations that recorded creative solutions to problems believe that retrieval of this information could be potentially useful for future projects. Potential challenges faced by organizations classified into each cell are also presented. This classification scheme should prove useful as a guide to organizations examining the potential benefits and pitfalls of worker empowerment and organizational memory.     

How stress influences creativity in game-based situations: Analysis of stress hormones,negative emotions,and working memory

This study aims to integrate neuroscientific techniques into a behavioral experimental design to investigate how stress stimuli may influence stress hormones and negative emotions, subsequently affecting working memory (WM) and creativity in game-based situations. Ninety-six college students participated in this study, in which a game-based experiment lasting 90 min was employed. The main findings were that (1) the employed stress stimuli influence creativity during gaming through two routes: enhancing creativity through cortisol concentration and WM and decreasing creativity by provoking promotion-focused negative emotions (frustration and anger); and (2) the subjective negative emotions and objective cortisol responses do not consistently predict WM and creativity in game-based situations. Accordingly, appropriate challenges or stressors that help increase the cortisol concentration to an attentional level without provoking a strong sense of promotion-focused negative emotions should be considered when designing games aimed at teaching creativity.     

The Antecedents of Creativity Revisited: A Process Perspective

This study invokes a process view on employee creativity to uncover how the different stages of the creative process are associated with different antecedents. Specifically, we explore the role of five previously identified antecedents of organizational creativity in the different phases of the creative process within organizations: (1) personality; (2) rewards; (3) the role of co‐workers; (4) leadership; and (5) organizational resources. In an analysis of 22 case studies we found that antecedents of creativity indeed have different roles in different stages of the creative process and that antecedents that are helpful in one stage of the creative process, can be detrimental for another stage. Such results highlight the importance of conceptualizing creativity as a process, rather than as an outcome variable.     

Creativity and Innovation through Multidisciplinary and Multisectoral Cooperation

This paper explores the relation between creativity, innovation and new product development in multidisciplinary and multisectoral settings. We claim that the development of innovative products benefits from the generation of a high number of creative ideas. Moreover, we argue that the idea generation process can be particularly fruitful within collaborative multidisciplinary environments, where firms and Science and Technology institutions coexist and cooperate. Our approach draws on existing literature to investigate the creativity and idea generation process within the frame of multisectoral and multidisciplinary cooperation initiatives, involving firms and Science and Technology related institutions. We then call upon our own empirical work to identify conditions favourable to those processes and some issues that affect the fulfilment of the creative potential that exists in multidisciplinary groups.     

Design Dialogue Groups as a Source of Innovation: Factors behind Group Creativity

Sif – a Swedish national trade union for white‐collar workers in Industry – has recognized the importance of enhancing its service innovation processes through careful listening to its members. This article will discuss the Design Dialogue Group (DDG) methodology that has been developed through collaborative research between Sif and the Fenix Research Program, in order to enhance group creativity and organizational learning. The emphasis of this paper is restricted to the issue of enhancing group creativity, and literature and empirical data will be used in order to discuss the factors enabling and restraining creativity. The major assumption behind this study is that many factors behind group creativity can be controlled. Thus, a careful design of the group creativity process would increase the likelihood for success since measures to enhance creative behaviours and to avoid pitfalls can be planned and/or taken by a group moderator. In short, the aims of this study are twofold: (1) to relate prior research contributions to DDG experiences in order to augment our understanding concerning factors enhancing and threatening creativity in DDG settings and (2) to systematize these findings into a set of proposed design principles related to domain‐relevant skills, creativity‐related processes, and task motivation. These propositions concern the recruitment of participants, group characteristics, and group processes.