Bring in the Arts and Get the Creativity for Free: A Study of the Artists in Residence Project

In the literature on creativity and innovation, there is a tendency to idolize great contributors to the liberal arts as extraordinarily creative individuals. Such ex post facto accounts of ‘great men and women’ are, however, of limited value for everyday practices in organizations. This paper reports insights from a Swedish project named Artists in Residence (AIRIS) wherein artists, including musicians, painters, actors and directors, dancers and choreographers, collaborated with a regular company or workplace during a ten‐month project, aimed at helping the co‐workers think in new and creative ways. The study concludes that there are many benefits from making the world of artists and the world of work intersect, but there is also a demand on the participant to fully commit to the project. Even though the culture project was positively received among co‐workers, only a limited effect on workplace climate could be reported for the 2005 evaluation, while the 2006 evaluation indicates more positive effects. Still, the amount of texts advocating artists' creative skills and experiences outnumber the cases of actual projects bringing the two groups together. Studies of projects like AIRIS show that there is a great potential in bringing artists into industry.     

Creative Potential and Practised Creativity: Identifying Untapped Creativity in Organizations

This study examines the construct validity of creative potential and practised creativity, two overlooked aspects of creativity that may be useful for identifying untapped creative resources in organizations. Results of an exploratory factor analysis (EFA) and a confirmatory factor analysis (CFA) utilizing structural equation modelling techniques provide some initial evidence in support of the construct validity of these concepts. These findings appear to have important managerial implications for increasing creativity and overall organizational effectiveness. The results presented here also suggest some directions for future research aimed at examining the relationships between creative potential, practised creativity and other variables of interest.     

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.     

Perception of the Climate for Creativity in the Workplace: the Role of the Level in the Organization and Gender

This paper reports a study conducted to examine differences between employees in managerial and non‐managerial positions, as well as between men and women, in their perception of climate for creativity in the workplace. It was hypothesized that, in general, managers would perceive the climate as more favourable than non‐managers, and this discrepancy should be modulated by gender. The questionnaire used in the study, conceptually grounded in Amabile's empirical and theoretical work on creativity and innovation, was administered to 388 respondents: 229 female and 159 male participants drawn from a wide range of Polish work organizations. The results show that managers perceive the climate as significantly more conducive to creativity than non‐managers do. Female employees perceive the climate less favourably than male employees, although these differences appeared smaller and less frequent as compared to the managers/non‐managers comparisons. Moreover, higher positions of female participants in the organization do not improve their perception of the climate to the same extent as it does in the case of male participants. Implications and areas for future research are explored.     

The role of computer support tools and gender composition in innovative information system idea generation by small groups

The climate in which business currently functions is marked by ever-increasing complexity. As such, collaborative work and creative thought are essentials in the operations of organizations. Computer software is available to meet these needs. Specifically, organizations can presently obtain Group Support System (GSS) software, which is designed to foster group collaboration, and Creativity Support System (CSS) software, which is designed to enhance creative performance. Use of these systems has the potential advantage of minimizing problems related to gender composition and other limitations of traditional group interaction. This paper investigates the effect of three different types of computer support — GSS, CSS, and no support — on small group performance with respect to the generation of innovative information system ideas. This study also compares the ideas of all-female, all-male, and mixed-gender groups in the three support settings. The innovativeness of the information system idea was measured by its novelty, usefulness, feasibility, and overall creativity (global measure) and by a composite novelty–usefulness–feasibility item. The results indicated that small groups using GSS and no computer software support tools generated ideas that were more useful and more novel–useful–feasible (composite) than those ideas generated by groups using CSS. When group gender composition was considered, the study showed that same gender groups generated more novel and overall creative ideas when no computer software support was present. However, mixed-gender groups generated their most novel ideas when using CSS. With respect to overall creativity, mixed-gender groups performed equally well when using either GSS or CSS.     

Moral organizational creativity: Exploring ethical antecedents for a new construct

The objective of this article is to provide the means of supporting the coexistence of creativity and ethics at the organizational level. It contributes to the literature by offering a process model that shows how organizational creativity can be combined with ethics. This work begins by examining how the features of ethical work climates may affect creativity in organizations. We advocate the position that an organization can be both creative and moral through the triggering of moral imagination, dependent in part on the type of ethical work climate espoused in the workplace. As a result, we offer a new formulation of organizational creativity that includes an explicit ethical dimension: moral organizational creativity. This expanded concept treats the dominant elements of ethical work climates and moral imagination as essential ingredients of ethical and organizational creativity. Investigating the link between ethical work climates and moral imagination is meaningful to understanding how an organization can address the requirements of creativity and ethics and therefore enhance organizational creativity.     

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.     

Where the Art is: Defining and Managing Creativity in New Media SMEs

This paper examines the definition and management of creativity in the ‘creative industries’. Initially the paper sets out the economic and cultural context for the emergence of the creative industries, before going on to argue that there are gaps in our understanding of the role of creativity and particularly the management of creativity within these industries. Based on research undertaken with new media SMEs in the North West of England, the paper then explores the ways in which creativity is defined and managed within this sub–sector. It is shown that the meanings attached to creativity are variable and contested and that the precise definition and management of creativity is strongly determined by the internal workplace culture, and the external social and economic conditions within which firms operate. It is further suggested that while creativity is often seen as a ‘must have’ attribute for new media firms it may also, conversely, be considered a barrier to commercial success. The paper concludes that if we are to understand work and production in the creative industries, and offer institutional support for firms to develop and sustain creativity for competitive advantage, it may be necessary to develop a more detailed understanding of the role of creativity and creative management as both a general and specific, socially embedded process.     

The Influence of Individual Factors,Supervision and Work Environment on Creative Self‐Efficacy

In highly competitive global markets, organizations have to distinguish themselves with creative and innovative solutions to satisfy discerning customers. Creativity, an important precursor for innovation, provides organizations with a competitive advantage in a reinforcing loop of improved customer service, increased staff morale, increased retention of quality staff and further improvements in service ( Glisson & Durick, 1988 ; Anderson & College, 1992 ). Creative output comes from the performance of individuals with particular cognitive and personality traits ( Masten & Caldwell‐Colbert, 1987 ; Kirton, 1989 ) who are supported within a facilitative work environment ( Scott & Bruce, 1994 ; Amabile et al., 1996 ; Rice, 2006 ). Confidence in one's own ability or one's self‐efficacy is an important cognitive and social trait determining and sustaining work performance. Appropriate behaviours and performance standards are defined within the work environment and the ability and support received in meeting performance expectations enhance the individual's self‐efficacy ( Gist & Mitchell, 1992 ; Bandura, 1997 ). Both creativity and self‐efficacy have been associated with particular individual traits and environmental conditions in the workplace. While much has been written on these two concepts separately, less has been done to explore them as a single construct. This paper addresses the gap in the literature by linking creativity at work and occupational self‐efficacy. It reviews the literature on antecedent concepts and current research into creative self‐efficacy. In doing this, it provides the basis for further empirical exploration of possible linkages between creative self‐efficacy and individual and work environment variables. The contribution this paper makes is in the identification of specific variables that are significantly related to creative self‐efficacy. A model is proposed showing significant linkages between the identified variables.     

The perceived importance and the presence of creative potential in the health professional's work environment

The value of creative employees to an organisation's growth and innovative development, productivity, quality and sustainability is well established. This study examined the perceived relationship between creativity and work environment factors of 361 practicing health professionals, and whether these factors were present (realised) in their work environment. Job design (challenges, team work, task rotation, autonomy) and leadership (coaching supervisor, time for thinking, creative goals, recognition and incentives for creative ideas and results) were perceived as the most important factors for stimulating creativity. There was room for improvement of these in the work environment. Many aspects of the physical work environment were less important. Public health sector employers and organisations should adopt sustainable strategies which target the important work environment factors to support employee creativity and so enhance service quality, productivity, performance and growth. Implications of the results for ergonomists and workplace managers are discussed with a participatory ergonomics approach recommended.

Practitioner summary: Creative employees are important to an organisation's innovation, productivity and sustainability. The survey identified health professionals perceive a need to improve job design and leadership factors at work to enhance and support employee creativity. There are implications for organisations and ergonomists to investigate the creative potential of work environments.     

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.     

Team experiential cognitive style and team performance: The moderating impact of workplace setting

With an increasing need in organizations to come up with novel and useful ideas to renew and survive, team creativity has grown in importance to managers and researchers. As the cognitive resources of team members are the core input for team creativity, researchers increasingly look at team cognition in general and team cognitive styles in particular. In this research stream, the environmental context in which team members are embedded has received limited attention. We therefore experimentally test variation in the physical workplace environment and how it influences the relationship between team experiential cognitive styles and team creativity. Manipulating the nature of architectural elements in the room, we distinguish between a physical workplace with (i) experiential cues and (ii) rational cues. We also use a control condition where architectural elements are absent in the workplace environment. We rely on resource‐matching theory to build our hypotheses. Using data of 75 student teams of a Dutch university, we find that the relationship between teams' experiential cognitive style and team creativity was positive in the control condition. This positive relationship became insignificant in the two conditions where experiential or rational cues were introduced. Theoretical and practical implications are discussed.     

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.     

Innovation Labs: An Examination into the Use of Physical Spaces to Enhance Organizational Creativity

Recent years have seen an increase in the number of innovation labs, purpose‐built physical facilities designed to enhance and support creativity and innovation in organizations. This rising phenomenon may be driven by the increasing emphasis placed on innovation as the key to the survival of modern day organizations. Innovation labs are attracting greater attention from organizations, yet little is known about their effectiveness. Using a mixed‐method approach this paper aims to evaluate the effectiveness of a major UK‐based facility in enhancing creativity and to explore users' attitudes towards this rising organizational phenomenon. The findings have implications for the management of existing innovation labs and those in the planning.     

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.     

Fostering Creativity in New Product Development through Entrepreneurial Decision Making

Research has emphasized the importance of employees' individual entrepreneurial decision making for innovation. In this context, practised creativity as the ability to perceive and exploit creative opportunities, can be regarded as a crucial requirement for employees in new product development. We discuss the application of decision making logic as an important antecedent of practised creativity in new product development. We survey 219 employees from new product development departments of German product and service firms. Results indicate that the use of entrepreneurial decision making logic positively impacts practised creativity; comparably we find indicators that the use of causal decision making logic negatively influences creativity. The effects significantly depend on the moderating role of uncertainty. The results contribute to the literature of creativity, entrepreneurship and new product development by theoretically and empirically revealing effectuation as antecedent to practised creativity. The results open promising avenues for future research and allow the derivation of valuable guidelines for practitioners. Aligning the new product development process to support employees' entrepreneurial decision making may help generating practised creativity.     

Evaluation of fostering students' creativity in preparing aided recalls for revision courses using electronic revision and recapitulation tools 2.0

In this study, the electronic revision and recapitulation tools 2.0 (EREP2.0) were used to foster creative moments while creating aided recalls (ARs) (pictures electronic notes etc.). Creative and critical thinking is associated with vital skills which enable students to deal with often complex knowledge domains through an informal way of learning. Enabling learners to develop their own representations of information can be a first step to deal with complexity and to foster creativity. In an exploratory study, n = 25 students used EREP2.0 to develop learning questions and ARs for an ongoing course on biological psychology. EREP 2.0 was evaluated with respect to user friendliness, the fostering of creativity and the expected support for cognitive skills according to Bloom's taxonomy. The influence of students' experienced creativity on experienced learning support was tested via Kruskal–Wallis test. Fifteen students reported moderate to high, 4 students low and 5 students no support in creativity. Students who experienced their work as creative felt better supported in comprehension, χ ²(3) = 9.04; p = 0.029, and synthesis, χ ²(3) = 9.46; p = 0.024. No statistically significant effects were found for other categories of Bloom's taxonomy. EREP 2.0 did support the experience of creativity and thus synthesis and comprehension skills.     

The Role of Knowledge Management in the Innovation Process

We argue that current concepts of knowledge management and organizational learning are, by themselves, limited in their ability to improve organizational effectiveness. We show how these concepts may be usefully integrated with organizational creativity and innovation within a single framework that combines the apprehension of knowledge with the creative utilization of such knowledge. Field research and experience are described showing how this framework has been applied to achieve measurable improvements in effectiveness in a wide range of organizations.     

Gender differences and similarities in online courses: challenging stereotypical views of women

Abstract This paper considers gender differences in online contexts and examines current trends in women's performance, access and experience of online courses. It uses supportive case study examples and specific research into students' academic engagement, conceptions and perceptions of learning support in online environments. The analysis shows that women studying online are confident independent learners who may outperform their male counterparts. They do not have reduced computer and Internet access compared with men, nor are they disinclined to enrol on online courses. They attach greater value to the pastoral aspect of tutoring and have different interaction styles from men, which may have implications for online tutoring support. The gender debate needs to move on from access and performance to the differences and similarities in the degree of importance that men and women place on different interaction and tutoring styles online.