Determinants of innovation and creativity in corporate branding: Findings from Denmark

Abstract

15 years however, corporate branding has emerged as a management discipline and practice that aims at meeting and embracing these challenges. The ultimate objective of corporate branding is to secure an enduring and consistent identity internally and image externally in an innovative and fl exible way. Within innovation studies, a similar development has been observed: a move from entrepreneurial and technology-based innovation Abstract Recent innovation literature describes a move from purely technical innovations towards more strategic innovations based upon social relations, a concept at the core of newer brand management and relationship marketing theories. Organisations that depend on innovation andhave also adopted corporate branding as their management philosophy are therefore suggested to rely on a brand management philosophy characterised by a high innovation and creativity climate. Using the Creative Climate Questionnaire, the study presented here compares the climate measured in the corporate branding departments of two large Danish companies with existing empirical reference material for very creative and innovative companies. The study results reveal that the climate in the corporate branding departments is at the same high level as the reference material. Further, by use of structural equation modelling the main driver for improving the overall perceived climate is identifi ed as the organisation ' s capability of creating debates such as discussions about different viewpoints, ideas, experiences and knowledge.

Evaluation System for Factors Affecting Creativity in the Lithuanian Armed Forces / Kūrybiškumą Veikiančių Veiksnių Vertinimo Sistema Lietuvos Kariuomenėje

“…Social competencies (at organizational level) include such factors affecting creativity as characteristics of the co-workers (Choi et al 2009), interpersonal trust (Isaksen et al 2001;Choi et al 2009), risk tolerance (Isaksen et al 2001;Choi et al 2009), organizational support (encouragement) (Verbeke et al 2008;Choi et al 2009), and cooperation and discussions (Isaksen et al 2001;Alves et al 2007;Jensen, Beckmann 2009;Fliaster, Schloderer 2010).…”

“…Personal competencies (at individual level) are characterized by such factors affecting creativity as: motivation (Pierce et al 2003;Titus 2007;Chang, Chiang 2008;Galia 2008;Zhou et al 2008;Zabielavičienė 2009), personal qualities (Raja, Johns 2010), acuteness (Laumenskaitė, Vasiliauskas 2006;Titus 2007), cognitive flexibility (Titus 2007), curiosity (lust for learning) (Choi et al 2009), perseverance (Ganusauskaitė, Liesionis 2008;Choi et al 2009), confidence (Ganusauskaitė, Liesionis 2008), openness (Homan et al 2008;Jensen, Beckmann 2009), playfulness (Ganusauskaitė, Liesionis 2008), intellectual abilities (Karkockienė, Butkienė 2005;Kobe, Goller 2009), and creative abilities (Titus 2007;Choi et al 2009). Social competencies (at individual level) include such factors affecting creativity as communication skills, interpersonal understanding, cooperation skills, the ability to create an appropriate environment, resistance to criticism and failure, and the ability to learn (Jocienė 2007;Martinkienė 2009;Adamonienė, Ruibytė 2010).…”

The Importance of Creativity for Business Development in Latvia

“…Jensen and S. Beckmann measured the organisational structure and climate and found that innovation and creativity were strategic disciplines depending on social relations. The key innovations and dimensions of creativity driving forces are support for ideas, dynamism, debate, risk taking and ideas (Jensen and Beckmann, 2009). psychologist h. Eysenck identified a set of variables that have an impact on creativity.…”

“…T. Amabile (1988) organisational motivation for innovation (including: availability of resources, time for ideas, training, compliance with freedoms and challenges, management support for the building of a creative work climate) M. Jensen, S. Beckmann (2009) Social relationships (support for ideas, dynamism, debates, risk taking and idea) h. Eysenck (1996) Cognitive variables (intelligence, knowledge, technical skills and special talent), environmental variables (political, religious, cultural, socioeconomic and educational factors) and personality variables (internal motivation, trust, discrepancy and creative thinking skills) S. Shane, n. nicolaou (2015) Genetic factors or creative personality G. hearn, S. Cunningham, D. ordonez (2004) Intellectual property protection mechanism, creation of energetic creative talent groups, wide platform for information exchange I. Lyubareva, p. Benghozi, T. fidele (2014) Information and communication technology R. Chua, J. Roth, J. Lemoine (2015) national culture, its openness, stringency J.…”

How Destructive Social Aspects Inhibit Innovation in an Organisation

“…The latter conflict type leads to lower productivity of the team (Pelled, 1996). While conflict has a negative impact on innovation, a debate facilitates it (through constructive exchange of views) (Isaken & Ekvall, 2010), and is considered an important dimension of a creative climate (Jensen & Beckmann, 2009). …”