Group Climate and Creativity in Temporary Innovation Camp Settings

This study examines how perceived group climate shapes the creativity of groups in temporary, collaborative and non‐virtual innovation setting. As no previous studies have examined antecedents of group creativity in temporary non‐virtual innovation settings, this study takes as a starting point the findings of the current studies in conventional ongoing groups to examine the conditions of temporary group innovation camp settings. Through a survey study and partial least squares‐structural equation modelling (PLS‐SEM), the paper sheds light on the antecedents of group creativity in temporary conditions. According to the results, task orientation was the only significant antecedent of group creativity, supporting the assertion that temporary work settings tend to be more task oriented than relationship oriented. The results indicate that many aspects of the social working environment that have been found to affect group creativity in ongoing and stable settings do not exert a similar influence in temporary settings.     

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.     

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.     

The influences of three task characteristics on innovative use of malleable IT: An extension of adaptive structuration theory for individuals

Malleable information technology (IT) stands for contemporary mobile computing technologies, which are fluid and flexible and provide much room for users to engage in innovative use. We draw upon adaptive structuration theory for individuals (ASTI) to examine the influences of three task characteristics, namely two task environment factors of transformational leadership and innovation climate and the task process factor of work autonomy, on employees’ innovative use of malleable IT. We collected survey data from 315 frontline employees of 20 different companies across 5 industries in China that had implemented a mobile computing system for more than one year. The results indicate that transformational leadership exerts a positive influence on innovative use of malleable IT, and innovation climate mediates this positive influence. Work autonomy also has a positive influence on innovative use. A multiple group analysis based on gender further reveals that the two task environment factors of transformational leadership and innovation climate both exert stronger influences on female employees, while work autonomy, as a task process factor, has a stronger influence on male employees. Our study provides an extended interpretation of ASTI in the use context of malleable IT and offers practical implications for managers who seek to promote innovative use of malleable IT.     

The critical aspects of co‐creating and co‐capturing sustainable value in service business models

Numerous researchers and practitioners emphasize the potential to create value through sustainable business models (SBMs). However, little attention has been paid to how sustainable value is proposed, created, delivered, and captured in the organization, and how customers perceive sustainable value in service. The aim of this paper is to explore this research gap empirically through a case study of sustainable value (co‐)creation through SBMs of sustainable service innovations as experienced among two hotels' managers, employees and customers. The contributions of the study relate to the development of SBMs in service, where the value processes happen simultaneously and where the element value perception has to be added to the extant SBM literature, which is closely related to the creation and delivery of physical goods as in product‐oriented industries. The study also contributes through the dual perspective (providers and customers) on sustainable value proposition, value creation and value capture. The findings reveal different key aspects in creating and capturing sustainable value through SBMs and sustainable service innovation. The managerial implications for creating and implementing SBM in service stress the need for employee engagement, customer involvement and targeted and personal communication educating internal and external sustainability ambassadors.     

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.     

Influence of occupational stress on the mental health of Ghanaian professional women

Managerial women experience a number of work-related stressors which produce strain symptoms that function as predictors of their ill-health in organizations. This finding is made from a study that examined the existing relationships among job characteristics symptoms of stress, and the development of health outcomes (depression, anxiety and physical symptoms) among women in lower and middle management positions in some organizations in Ghana. The stratified and simple random sampling procedure was used to select the study participants which numbered 170 female managers. Data was collected using both questionnaires and interviews, and analyzed using the Occupational Stress Indicator, the Depression, Anxiety and Stress Scale, and the Beck's Anxiety Inventory. It is concluded that since work-related stressors are predictors of women managers' ill-health in the work environment, organizations should be aware of the stressors in order to be able to guard against the deterioration of job performances of their women managers.Relevance to Industry: This study highlights the high prices organizations pay for the work-related stresses their women managers experience at the workplace, which impact negatively on their mental health, and by implication their productivity. Recommendations made can be used to enhance the managerial capacity and productivity of female managers at the workplace.     

Employee creativity in war zones: Empirical evidence from small firms in Afghanistan

The major concern of employees during times of war and conflict is apparently physical survival. But how are top managers of small‐sized companies enhancing the generation of novel and useful ideas by their employees in such physically dangerous business environments? In Afghanistan, as a war‐torn country, this research examined for the first time how getting closer to employees—which is conceptualized as internal marketing orientation culture in our study—directly affects the generation of novel and useful ideas by employees in the workplace. Our analysis is based on survey data from 81 newly established small‐sized companies in Afghanistan. Results indicate a mediating role of employees' perceived psychological safety on the relationship between internal market orientation culture and employees' creative work involvement. Moreover, we discuss the impact of employees' creative work involvement on small‐sized firm competitiveness improvement in general. Finally, we extend our implications in the context of the componential theory model of creativity, which might also serve as a framework for future research.     

How is Creativity Best Managed? Some Empirical and Theoretical Guidelines

In an Internet‐based study with an ethnically‐diverse sample of 1,337 managers from 19 countries (mainly the US and Canada), eight managerial competencies that elicit creativity in subordinates were ranked according to how well they predicted desirable self‐reported outcomes. The most valuable of eight managerial competencies proved to be: Provides Adequate and Appropriate Resources. Females outscored males in all eight competency areas, a dramatic finding that is consistent with other research on executive skills. The eight competencies can be derived from Generativity Theory, a formal, empirically‐based theory of the creative process, and are also evident in many successful cases of creativity enhancement in business and industry. Scores on a test that measured the competencies were substantially higher for people who had had creativity management training and were positively correlated with the number of hours of training people reported. In general, the study revealed a fairly dramatic range of competence across the eight areas and suggests that most managers lack trainable skills that are essential for encouraging workplace creativity.     

Perceptions and use of electronic media: Testing the relationship between organizational interpretation differences and media richness

How do managers perceive and use media? Media richness theory (MRT) appears to provide persuasive answers to this, but does it work when electronic media is used? Surveys of Japanese managers showed that the perceptions of media, including electronic media, did not contradict MRT. But, even so, the use of rich media was found to be influenced more strongly by whether the media was traditional or electronic, with respect to organizational interpretation of its environment. The perception and use of electronic media may not correspond, though they have generally been assumed to do so.     

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.     

Are We Ready to Innovate? Work Climate‐Readiness to Innovate Relationship: The Case of Jordan

This paper aims at understanding the role of work climate in influencing employees’ innovation. The study consists of two core concepts: work climate and readiness to innovate. By surveying a sample of 1000 employees from 20 industrial companies in Jordan, it investigates the impact of work climate on employees’ readiness to innovate. The results reveal that employees’ perceptions of their work climate tend to play a significant role in their readiness to innovate, with implications for both practitioners and researchers. An interesting finding is that older employees showed higher climate satisfaction reports than did younger employees, and were found to be more innovative. In addition, male employees reported higher levels of readiness to innovate – as rated by themselves – than did their females counterparts.     

Transitioning Towards Creativity and Innovation Measurement in SMEs

The aim of this paper is to explore the transition from traditional measures to creativity and innovation measures within a number of small to medium‐sized enterprises (SMEs) case studies. The need for increased competitiveness has created an impetus for increased creativity and innovation in SMEs. However, the measures associated with the process of creativity and innovation in organisations sometimes do not follow cause‐and‐effect rationale, reflecting non‐linear behaviour. A multiple SME‐based case research methodology is used to explore the transitioning effects from traditional to more creativity and innovation based measures. The cases were part of a longitudinal creativity and innovation intervention programme, which combined taught modules and Critical Action Learning networks over a two‐year period. These networks involved sub‐groups applying critical theory‐based study to the learning they had received in the modules. The findings reveal that the transition dynamics include a complex mix of cause and effect rationale, phenomenology, incremental change, radical change, quantitative, qualitative and linear and complex contrasts and comparisons. Thus, managers must facilitate an eclectic approach to creativity and innovation measures.     

Gamification of Creativity: Exploring the Usefulness of Serious Games for Ideation

Organizing for idea generation is a recurring challenge in intensive innovation contexts. The literature on ideation has reached a compelling consensus on the features that such organizational devices must possess to support sufficient creativity: learning processes and a creative climate of confidence to promote collaboration. However, current practical methodologies struggle to simultaneously realize these two features. In this paper, we explore the potential of Serious Games, a collaborative tool that has been used since the 1960s to facilitate learning processes through the simulation of reality and a role‐playing game, to induce an immersive experience and, more recently, to support the ideation process. To do so, we conducted an exploratory case study using a Serious Game to support ideation in a French medium‐sized business. We then assess the strengths and areas for improvement of this Serious Game with respect to an ideation performance framework based on the existing literature. Our findings show that Serious Games are efficient tools for supporting existing knowledge exchange between participants and collaboration by providing a creative climate, but they may not sufficiently support learning of the external knowledge required to attain high levels of originality. Accordingly, we discuss some crucial parameters to be further explored to allow for the effective managerial use of such methodologies, such as the fine‐tuning of the knowledge content that serves as a basis for the game.     

Work Satisfaction,Causes, and Sources of Job Stress and Specific Ways of Coping: A Case Study of White‐Collar Outsourcing Service Employees

This study investigated work‐related stresses in the business outsourcing service environment. Eighty‐six white‐collar professionals who occupied low‐level managerial positions in a business accounting outsourcing company took part in the field study. The derived scales for the sources of stress, work satisfaction, and coping with stress had different structure than those contained in the original occupational stress indicator scale of Cooper, Sloan, and Williams (1988). The study results also illustrate that the observed sources of work stress perceived by white‐collar employees of the outsourcing firm are unique to this occupational group and specific to this sector of business activity. Future research efforts will focus on comparative analysis of work stress in outsourcing companies across different cultures. © 2013 Wiley Periodicals, Inc.     

Male managers under stress in Singapore

The paper reports an investigation of managerial stress in Singapore. From two quasi-government bodies, 142 male managers volunteered as subjects. Their demographics, perception of their job and organization, and their personality (using Cattell's 16PF) were measured. The dependent variables were psychological ill-health (anxiety score from 16PF) and physical ill-health (using Gurin's Psychosomatic Symptom List). Managers were compared across levels and across functional areas. Lower level managers were found to exhibit higher anxiety than middle level managers (p < 0.05) but their functional activity had no significant effect on stress intensity. Managers in the 35–45 years age group experienced significantly higher physical ill-health than all other managers (p < 0.05). All of the anxiety-prone personality traits (eg., shyness, uncontrolled self-concept, and introversion) had a significant relationship with ill-health (at least p < 0.03). A comparison with data from the UK revealed important cross-cultural differences. It is concluded that stress prevention and stress coping strategies need to be specific to Singapore, and that increased participation in the decision-making process will reduce managerial stress.     

Employee Goal Orientation,Work Unit Goal Orientation and Employee Creativity

For employee creativity to occur, organizations must build a context conducive to creativity, in addition to identifying employees with creative potential. Complementing and extending earlier research, we develop and test a cross‐level model about how work unit goal orientation might relate to employee creativity. We also theorize and examine the mediating role of employee information elaboration linking work unit goal orientation and employee creativity. We conduct a questionnaire survey based on multi‐source data from 340 employees comprising 53 teams in eight Taiwanese organizations. The results indicate that the work unit goal orientation is positively, whereas the work unit performance‐avoidance orientation is negatively, related to employee creativity through employee information elaboration. Furthermore, work unit goal orientation also plays a cross‐level moderating role: the positive relationship between individual‐level learning orientation and information elaboration is stronger when work unit learning orientation is higher, but weaker when work unit avoidance orientation is higher.     

Do Intelligent Leaders Make a Difference? The Effect of a Leader's Emotional Intelligence on Followers' Creativity

This research investigates the connection between emotional intelligence (EI) and creativity. This was studied by exploring: (i) an association between leaders' EI and their followers' creative output; (ii) an association between six sub‐dimensions of EI and creativity; and (iii) a mediating role of climate in the link between EI and creativity. Two questionnaires (one for leaders and one for employees) were used to collect data in a hospital. Sixty‐six usable leader‐employee dyads were collected. The findings confirmed a positive relationship between leaders' EI and employees' creativity. At an EI's sub‐dimensions level, the current research showed an association between creativity, on one hand, and self‐encouragement and understanding of own emotions, on the other. Finally, no mediating effect of climate was observed. The absence of a mediating effect is interesting, since it suggests a direct link between leaders' EI and employees' creativity, regardless of the climate. This is important, since it calls attention to the paramount role of leaders in shaping individual and organizational behaviours as far as creativity is concerned. The paper also discusses implications for management and practice.     

The users' perspective on how creativity techniques help in the idea generation process—A repertory grid study

Despite the large number of available creativity techniques such as Brainstorming and Six Thinking Hats and their widespread use in idea generation workshops, it remains unclear what specific aspects creativity technique users perceive as helpful. We conducted five large‐scale product development workshops with 216 inexperienced students in groups of four to six people and personally interviewed a subset of 87 participants using the repertory grid procedure. The results reveal a framework of facilitating and impeding factors users associate with the methodological frame, the process view and anticipated idea characteristics of creativity techniques. Particularly helpful and differentiating factors cover visual, cognitive and emotional processing systems. In addition, we evaluate 11 commonly used creativity techniques and present underlying reasons for why some of them are perceived as more helpful than others by inexperienced users. The results thus provide a stepping stone to understand the users' perspective on creativity techniques, improve existing techniques and develop better versions of them.     

Supporting Innovation through HR Policy: Evidence from the UK

This paper focuses on the relationship between the importance of innovation for organizations and their human resources policy. Drawing on survey findings, we examine the coherence of organizations’ utilization of HR recruitment, training and performance management policies to support and enhance firms’ innovation performance. Through a social–psychological perspective, we situate our findings in two diverse areas: the psychological literature, exploring the measurement of innovation, and second, with regard to the internal (with each other) and external (with broader organizational objectives) integration of distinct HR policy elements. Our surveyed organizations indicate that, whilst attaching importance to innovation, they fail to consistently translate this importance into coherent HR policies. Typically, HR policy rewarded non‐managerial employees for innovation, whilst managerial staff were expected to do so as a matter of course. This inconsistency is one source of resistance which blocks the generation of new ideas, and their implementation, organization‐wide.