A descriptive model of innovation and creativity in organizations: a synthesis of research and practice

Amar, Amar Dev; Juneja, Januj

doi:10.1057/kmrp.2008.18

Cited by 36 publications

(21 citation statements)

References 67 publications

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“…Usually, innovation and creativity are considered to be closely related and, sometimes, the concepts are even used interchangeably (see, e.g., Amar and Juneja, 2008). A widely agreed upon view distinguishes creativity from innovation in that creativity refers to production of ideas, whereas innovation refers to the successful implementation of ideas (Amabile, 1996;McLean, 2005).…”

Section: Organizational Creativity As a Topic Of Studymentioning

confidence: 99%

“…The first theme, management and leadership, associated with enhancing creativity, is one of the most common themes in the reviewed articles. Management-related factors influencing organizational creativity include providing employees with sufficient freedom and autonomy (Daymon, 2000;Mumford, 2000;Moultrie and Young, 2009;Andersen and Kragh, 2015), appropriate resources (Epstein et al, 2013), job design (Elsbach and Hargadon, 2006;Amar and Juneja, 2008), supervisory support (e.g., Wang and Casimir, 2007;DiLiello and Houghton, 2008;Andersen and Kragh, 2015;), establishing creativity-enhancing cultural practices (Isaksen and Ekvall, 2010;Epstein et al, 2013), and coping with paradoxes related to managing creativity (Andriopoulos and Lewis, 2010;Knight and Harvey, 2015). For instance, managers are required to encourage individuals to think outside the box, while simultaneously maintaining a shared direction for the creative work (Andersen and Kragh, 2015).…”

Section: Organization Levelmentioning

confidence: 99%

“…The studies mentioned that a management that promotes people who conform to the organization's traditions and behave in ways considered appropriate could inhibit creativity because this kind of leadership encourages conformity rather than creativity (Pech, 2001). Organization-level knowledge is the second theme, covering aspects such as organizational learning, which refers to the organization's capability and willingness to learn and acquire new knowledge (see, e.g., Borghini, 2005;Basadur and Gelade, 2006;Amar and Juneja, 2008;Tajeddini, 2009;Shahin and Zeinali, 2010) knowledge combination (see, e.g., Umemoto et al, 2004;Borghini, 2005;Sundgren and Styhre, 2007); and cross-fertilization of knowledge (see, e.g., Umemoto et al, 2004McLean, 2005Madjar and Ortiz-Walters, 2008;Mahmoud-Jouini and Charue-Duboc, 2008). Although knowledge is a crucial element of organizational creativity, it may be a barrier in some cases (Sundgren, Dimenäs et al, 2005;Mahmoud-Jouini and Charue-Duboc, 2008): as a form of power in an organization, knowledge is not shared easily.…”

Section: Organization Levelmentioning

confidence: 99%

See 2 more Smart Citations

Antecedents of organizational creativity: drivers, barriers or both?

Blomberg

Kallio

Pohjanpää³

2017

jim

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This paper reviews academic journal articles and scholarly books focusing on organizational creativity and constructs a schematic representation of the antecedents of organizational creativity, i.e. of the associated drivers and barriers. The literature on organizational creativity is reviewed using a traditional review technique. The focus is especially on more recent developments of the discourse, and therefore this work can be labeled as a state-of-the-art review. The review shows that drivers have clearly been studied more extensively than barriers. It was also recognized that the predominant approach among organizational creativity scholars is to dichotomize the factors influencing organizational creativity, more specifically to discuss the antecedents of creativity mostly from the viewpoint of drivers. In some cases, the antecedents are discussed from the perspective of barriers, but only rarely has it been recognized that the very same factor may either enhance or inhibit creativity. In this paper, such factors are called ‘either-or factors’. The paper suggests that the organizational creativity discourse should acknowledge that it is not enough to understand what enhances organizational creativity but also which kind of issues inhibit it and, especially, which factors may work either against or toward creativity under different circumstances. The review suggests that the majority of factors are most likely either-or by nature, although it has been overlooked in the discourse due to the dichotomizing tendency.

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Section: Organizational Creativity As a Topic Of Studymentioning

confidence: 99%

Section: Organization Levelmentioning

confidence: 99%

Section: Organization Levelmentioning

confidence: 99%

See 1 more Smart Citation

Antecedents of organizational creativity: drivers, barriers or both?

Blomberg

Kallio

Pohjanpää³

2017

jim

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“…The value will give solution in a new way to do something. "Innovation developes in forms, products, services, market strategies, processes, and work practices, it also comes in other forms, such as marketing strategies, organizational designs, products, services, processes and techniques" (Amar and Januj, 2008). Innovation is never separated from the "novelty".…”

Section: Innovation Strategiesmentioning

confidence: 99%

Business Model Innovation towards Competitive Advantage: Case Study in Indonesian Cosmetics and Herbal Health Companies

Permatasari¹

2013

IMBR

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The dynamic changes in business environment make competition among company more tightly in the global market. This situation makes each company prepared innovation strategies to win global market competition. This research examined innovation strategies in two biggest cosmetic and herbal health companies in Indonesia. The author used case study with exploratory approach to find out how company developing innovation strategies and what factors that influence company in formulating those strategies. The author used canvas business modelling for analysis data. Data collection used secondary data which gained through the company profile and literatures review. This result indicates that innovation in value proposition, customer segments and key partners has become solution in helping cosmetic and herbal health industry strives to survive and be ready to face global business challenges.

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“…Organizational characteristics (X 3 ) Woodman et al, 4 Amabile et al, 21 and Amar and Juneja 33 The internal environment of the organization that influence the individual creativity process, whether that is supportive or inhibits the creative process 30 Knowledge creation (X 4 ) Lee and Choi, 37 Migdadi, 38 and Azma and Mostafapour 41…”

mentioning

confidence: 99%

Creativity of small firms in creative industry: Initial evidence from Indonesia

Indriartiningtias

Subagyo

Hartono

2019

International Journal of Engineering Business Management

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This study aims to evaluate the effects of individual creativity, group creativity, internal organizational characteristics, and external factors of knowledge creation toward organizational creativity of small firms in Indonesia creative industry. In addition, it evaluates the relationship between the organizational creativity and the performance. The study was carried out using a cross-sectional survey with 34 samples (convenience sampling). The correlation between key variables was analyzed using path analysis. Results indicate that organizational creativity is significantly influenced by group design creativity, while individual creativity, organizational characteristics, and external factors of knowledge creation have no significant effect on organizational creativity. The results of the study show that if the small creative industry wants to improve its performance, one of the creativity variables that needs to be optimized is the creativity of the design group.

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A descriptive model of innovation and creativity in organizations: a synthesis of research and practice

Cited by 36 publications

References 67 publications

Antecedents of organizational creativity: drivers, barriers or both?

Antecedents of organizational creativity: drivers, barriers or both?

Business Model Innovation towards Competitive Advantage: Case Study in Indonesian Cosmetics and Herbal Health Companies

Creativity of small firms in creative industry: Initial evidence from Indonesia

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