A framework for untapped creativity: leveraging components of individual creativity for organizational innovation

Abstract

Purpose The purpose of this paper is to examine the components of individual creativity which are commonly unrecognized and untapped by managers and organizations. A framework is suggested to leverage these components of creativity for organizational innovation through organizational learning and support. Design/methodology/approach This paper makes use of grounded theory based on three levels of feedback received from employees of six information technology (IT) companies in India. The paper makes use of qualitative responses (and narratives) received from software engineers, their respective project managers, and HR representatives on various components of individual creativity. Deliberation on the role of respective organizations is also included to tap and leverage the unrecognized components of creativity Findings The paper provides a framework for practitioners working in IT industries on how to leverage the untapped individual creativity to achieve greater process innovation. Research limitations/implications This paper is written from the perspective of the Indian IT industry. Practical implications The framework proposed in the study will help organizations to identify and use components to achieve organizational innovation. Originality/value In the context of the Indian IT industry, there has been little effort put into identifying and examining the untapped components of individual creativity to build sustainable innovative organizations. Moreover, the findings of the study will help IT companies to build robust models by using various learning interventions.

Role of Career Adaptability and Its Resources in Predicting Vocational Attitudes of Indian IT Professionals

“…Such results might induce a sense of vocational meaningfulness, bringing satisfaction in careers (Kearney, 2012). Within the Indian IT workforce, researchers have observed the characteristics of inquisitiveness and risk-taking outlook (Budhiraja, Pathak, & Kaushik, 2017). Perhaps, such characteristics may also determine their curiosity resource, possibly enhancing productive exploration, provoking interest, and shaping aspirations, thereby increasing the level of satisfaction in careers.…”

Creatividad, organizaciones y trabajo. Una revisión bibliográfica sobre estudios cualitativos

“…En el marco de estos hallazgos, Budhiraja et al (2017) realizan un estudio cualitativo con empleados de empresas de la tecnología de la información de la India. Su investigación tuvo la finalidad de conocer las percepciones de los empleados sobre la creatividad, sus componentes y cómo es fomentada en sus respectivas organizaciones.…”

Organizational and Talent attributes of the Indian IT industry

“…A few of them are: Human resource management practices, systems and challenges: Agrawal and Thite (2003), Batt et al (2005), Budhwar et al (2006), Chiamsiri et al (2005), Cooke et al (2014), Naim and Lenka (2017) and Taylor and Bain (2005). Organizational and work behaviors: retention (Budhwar et al , 2009; Sengupta and Gupta, 2012; Thite, 2010), engagement (Agarwal et al , 2012; Bhatnagar, 2007; Biswas and Bhatnagar, 2013; Chaudhary et al , 2012; Gupta et al , 2015; Sekhar et al , 2016), empowerment (Jha, 2011), workforce diversity (Kundu and Mor, 2017), knowledge management and knowledge sharing (Bharadwaj et al , 2015; Gope et al , 2018; Jaura and Michailova, 2014;Pandey and Dutta, 2013) and corporate social responsibility (Gupta, 2017; Sharma, 2013). Talent attributes: personal characteristics (Capretz, 2003; Feldt et al , 2010; Rosenbloom et al , 2008; Witt and Burke, 2003), competencies (Ang et al , 2015; Budhiraja et al , 2017; Ethiraj et al , 2005; García-Crespo et al , 2009; Klendauer et al , 2012; Lee et al , 1995; Lounsbury et al , 2009; Lu et al , 2011; Tschang, 2001) and employee attitudes (Biswas et al , 2013; Pradhan et al , 2018; Raukko, 2009; Shanker, 2018; Sengupta, 2011; Singh et al , 2016). …”

“…Talent attributes: personal characteristics (Capretz, 2003; Feldt et al , 2010; Rosenbloom et al , 2008; Witt and Burke, 2003), competencies (Ang et al , 2015; Budhiraja et al , 2017; Ethiraj et al , 2005; García-Crespo et al , 2009; Klendauer et al , 2012; Lee et al , 1995; Lounsbury et al , 2009; Lu et al , 2011; Tschang, 2001) and employee attitudes (Biswas et al , 2013; Pradhan et al , 2018; Raukko, 2009; Shanker, 2018; Sengupta, 2011; Singh et al , 2016).…”