Creativity and Innovation: State of the Art and Future Perspectives for Research

Brem, Alexander; Puente‐Díaz, Rogelio; Agogué, Marine

doi:10.1142/9781786342010_0001

Cited by 14 publications

(13 citation statements)

References 15 publications

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“…If all of the above are considered, they will serve as an “antidote”, by giving sense and meaning to change. Consequently, organization's low responsiveness to threats and opportunities will be prevented, leading to flexibility and adaptability to contextual needs, along with desire for improvement and recognition of its potentials and weaknesses (Brem et al , 2017).…”

Section: St Phase: Acceptance (Actively Involving Platonic Epithymitikon)mentioning

confidence: 99%

Leading change and Plato

Georgiadis

Sarigiannidis

Theriou

2021

IJOTB

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PurposeThis paper aims at identifying critical components of leading change through relations of relevance with platonic philosophy. During this process, well-known aspects of change leadership are detected, but interpreted differently. Based on this relevance, a seven-stage tripartite model is proposed, in order to facilitate change implementation in the business world.Design/methodology/approachContemporary trends in leading change are reviewed and enriched with platonic insights. A synthetic analysis is attempted, in which philosopher stochasticity and discernment validates modern synergetic and anthropocentric approaches to the field of change leadership, featuring key behavioral and perceptual characteristics, emerging during change process.FindingsAs the process of change is highly dependent on human behavior, Plato grants an enriched approach of its origins and causal causes. Therefore, key change factors are not only discussed in the light of his worldview, but also upgraded through the distillation of applicable ideas, summarized in the proposed three phase model.Practical implicationsThe proposed tripartite model of leading change can function as a powerful guide of designing and successfully implement organizational change.Originality/valueThe screening of specific insights from platonic works in leading change conveys an alternative, more “poetic”, yet effectively flexible attitude endorsed and incorporated into a potentially applicable model.

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Section: St Phase: Acceptance (Actively Involving Platonic Epithymitikon)mentioning

confidence: 99%

Leading change and Plato

Georgiadis

Sarigiannidis

Theriou

2021

IJOTB

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“…On the other hand, employees' creativity contributes to different positive individual and organizational outcomes, such as organizational creativity (Carmeli et al, 2010), organizational innovation (Gumusluoglu & Ilsev, 2009), higher job satisfaction, and lower intention to leave (Shalley, Gilson, & Blum, 2000). Under this point of view, creativity can be seen as an indispensable factor regarding business achievements (Clapham, Cowdery, King, & Montang, 2005) and as a key aspect of innovation success (Brem et al, 2017b). Ames and Runco (2005) discovered in that context that a better creative ability in organizations might also lead to a higher business performance, while employee involvement directly supports this creative performance (Volmer, Spurk, & Niessen, 2012).…”

Section: Employees' Creative Work Involvementmentioning

confidence: 99%

“…Employees' creativity has received great attention of scholars in recent years because it plays a crucial role for organizations' survival and performance (Brem, Puente-Díaz, & Agogué, 2017b;George & Zhou, 2001;Madjar, Oldham, & Pratt, 2002;Madjar & Ortiz-Walters, 2009;Oldham & Cummings, 1996;Walton, 2003). Most of the previous studies on drivers and consequences of employees' creativity is generally grounded within North American, East Asian, and European contexts.…”

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confidence: 99%

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

2020

Self Cite

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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.

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“…From a holistic perspective, creativity depends on a set of organizational characteristics: organizational climate, management style, organizational culture, resources, organizational structure, external environment and motivation (Bissola & Imperatori, 2011; Parjanen, 2012; Brem, Puente‐Diaz, & Agogué, ). These factors determine the contextual conditions which direct individual and group creativity.…”

Section: An Organizational Approach To Understanding Creativitymentioning

confidence: 99%

Moral organizational creativity: Exploring ethical antecedents for a new construct

Mnisri

Wasieleski

2020

Creat Innov Manage

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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.

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Creativity and Innovation: State of the Art and Future Perspectives for Research

Cited by 14 publications

References 15 publications

Leading change and Plato

Leading change and Plato

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

Moral organizational creativity: Exploring ethical antecedents for a new construct

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