Creativity as the Main Factor for Organizations‘ Success: Theoretical Approach

Barynienė, Jurgita; Dauknyte, Berta

doi:10.5755/j01.eis.0.9.12810

Cited by 3 publications

(2 citation statements)

References 6 publications

(3 reference statements)

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“…Encourage and embrace creativity: Despite the differences between researchers of the concept of creativity, it is agreed that creativity is the ability to discover something new, to adapt available knowledge meaningfully, and solve problems in an original and new way that is not imitated, flexibly and effectively. Creativity is a constant encouragement to solve emerging problems and seek innovations (Baryniene and Dauknyte, 2015). Therefore, departments that adopt organizational innovation must encourage creativity and innovatively solve administrative and technical problems, unlike a previous example, to provide the appropriate organizational structure, take the method of decentralization at work, empower employees, make information available to all workers, in addition to providing material and moral incentives.…”

Section: H011mentioning

confidence: 99%

The Impact of Organizational Creativity on Organization Agility: The Moderating Role of Knowledge Sharing in Pharmaceutical Companies in Jordan

Shaima’a¹,

Ziad²

2021

IJEBA

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Purpose: This study aims to identify the effect of organizational creativity on agility in Jordanian pharmaceutical companies and explain the moderating role of knowledge sharing. Design/Methodology/Approach: To accomplish the study's objectives, a hypothetical model is presented to reflect the impact of the study variables using a model consisting of research hypothesis divided into four sub-hypotheses. A designed questionnaire has been developed for this purpose, distributed among workers in different supervisory and administrative positions from the upper and middle management in the researched companies through a targeted sample of ( 350) subjects. The data are analyzed using descriptive and analytical statistical methods and the Statistical Package for Social Sciences (SPSS). Findings: The analysis mainly shows that the entire dimensions of organizational creativity have reached high degrees of importance, according to the respondents' answers. It is also revealed that there is an impact of organizational creativity on its various dimensions in the Jordanian pharmaceutical companies. Practical Implications: The study recommends that companies establish concerned with creativity and organizational development to adapt and develop creative ideas which might help and back organizations to be developed in the light of sharing the knowledge which improves creativity in organizations and creates organizational agility, which is positively reflected on the organization, its performance, and its development. Originality/Value: The study depends on different dimensions by reviewing previous English and Arabic language studies using four organizational creativity dimensions, strategic view, encourage and embrace creativity, internal work environment, and organizational culture.

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Section: H011mentioning

confidence: 99%

The Impact of Organizational Creativity on Organization Agility: The Moderating Role of Knowledge Sharing in Pharmaceutical Companies in Jordan

Shaima’a¹,

Ziad²

2021

IJEBA

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“…The findings of this research are consistent with the recent work in the literature (Parks et al, 2010;Pickford et al, 2016). Creativity performance is the main factor for sustainable competitive advantage (Amabile, 1988;Chang et al, 2010;Baryniene & Dauknyte, 2015;Thawabieh et al, 2016). In the 21st century, management innovations have become an essential factor in the success of organisations (Feigenbaum & Feigenbaum, 2005).…”

Section: Confucianismmentioning

confidence: 99%

Factors Affecting Individuals' Creativity Performance: Paternalist Leadership, Management Innovation and Psychological Ownership

Sözbilir

2020

bmij

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Paternalistic leadership, management innovation, psychological ownership and creativity performance are the most important approaches for organisations to gain a competitive advantage. This study aims to examine the impact of paternalistic leadership, management innovation, and psychological ownership on creativity performance. Besides, it aimed to provide recommendations based on results regarding the impact of paternalistic leadership and management innovation on psychological ownership and creativity performance. In this empirical study, the data on perceptions concerning paternalistic leadership, management innovation, psychological ownership, and creativity performance were gathered using a questionnaire completed by 119 school vice-principals and 94 school principals, all employed in schools in Artvin, Turkey. The data were analysed with the SmartPLS software and presented in seven tables. The findings showed that management innovation and psychological ownership have a positive impact on creativity performance. The results also revealed that paternalistic leadership has a significant impact on management innovation and psychological ownership. However, it is determined that paternalistic leadership does not have a significant impact on creativity performance.

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Organizational Creativity and Competitive Advantage: A GCC Perspective

Thawabieh¹,

Saleem²

2016

Int J Econ Manag Sci

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Creativity as the Main Factor for Organizations‘ Success: Theoretical Approach

Abstract: Much more, creativity and creative thinking is recognized as the competence of 21 century which is important concequence for successful activity in today's labour market (

Cited by 3 publications

References 6 publications

The Impact of Organizational Creativity on Organization Agility: The Moderating Role of Knowledge Sharing in Pharmaceutical Companies in Jordan

The Impact of Organizational Creativity on Organization Agility: The Moderating Role of Knowledge Sharing in Pharmaceutical Companies in Jordan

Factors Affecting Individuals' Creativity Performance: Paternalist Leadership, Management Innovation and Psychological Ownership

Organizational Creativity and Competitive Advantage: A GCC Perspective

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