Creativity Support Systems

Abstract

Wszelkie prawa zastrzeżone. Każda reprodukcja lub adaptacja całości bądź części niniejszej publikacji, niezależnie od zastosowanej techniki reprodukcji, wymaga pisemnej zgody Wydawcy

Rewriting the Language of Creativity: The Five A's Framework

“…Undeniably, a quick examination of existing literature confirms this claim, and today one can find a multitude of articles and books using the person, process, product, press framework to structure literature reviews if not pieces of empirical research. Contributions using the “model” range from general theoretical presentations (Feldhusen & Goh, 1995; Kozbelt, Beghetto, & Runco, 2010; Moran, 2009; Richards, 1999; Runco, 2004); materials focused on methodology, assessment, or idea generation techniques (Isaksen & Puccio, 1993; Kaufman, Plucker, & Baer, 2008; Lin, Hong, Hwang, & Ling, 2006; Murdock, Isaksen, Vosburg, & Lugo, 1993); or problem solving and decision making (Garfield, 2008; Hasirci & Demirkan, 2007; Isaksen et al, 2011; Isaksen, Puccio, & Treffinger, 1993; Jablokow, Jablokow, & Seasock, 2010; Santanen, Briggs, & De Vreede, 2004); to studies in more applied fields such as children and education (Beattie, 2000; Cropley & Cropley, 2008; Glăveanu, 2011a; Hunsaker, 2005; Smith & Smith, 2010) and organizational research, human resources, and marketing (Couger, Higgins, & McIntyre, 1993; Higgins, 1999; Horn & Salvendy, 2006; Horng, Hu, Hong, & Lin, 2011; Klein & Dologite, 2000; Mandico & Higgins, 1997; Watson, 2007).…”

Managerial Decision-Making in Marketing: Matching the Demand and Supply Side of Creativity

“…The growing attention for creativity in research and practice has also spurred the development of IT-enabled Creativity Support Systems (CSS: Garfield 2008). CSSs intend to aid individuals or teams in the process of generating creative ideas or solutions.…”

“…Finally, managers can put in place (IT-enabled) creativity support systems to aid employees in the creative process and stimulate them to explore the idea space more thoroughly (Garfield 2008;Seidel et al 2010). To be most effective, these tools ideally should offer support for both knowledge activation (to stimulate divergent thinking and originality) and idea production (to stimulate convergent thinking and usefulness) (Müller-Wienbergen et al 2011).…”

“…Burroughs et al (2011) reported that few companies have actually put in place resources or arrangements to facilitate and support the creativity of their employees. It therefore seems worthwhile to take stock of recent advances in creativity research, which have greatly improved our understanding of the phenomenon (see, for an overview, Simonton 2004;Sternberg 1999;Weisberg 2006), and use these insights to support creativity more effectively in practice (see, for example, Couger et al 1993;Garfield 2008;Seidel et al 2010). Epstein et al (2013), for example, found that most managers lack (trainable) skills that can be useful for encouraging employee creativity, while Althuizen et al (2012) showed that simply providing (IT-enabled) creativity support tools does not guarantee success, as the effectiveness of such tools can be undermined by a neglect or underutilization on the part of the user.…”