Drivers of organizational creativity: a path model of creative climate in pharmaceutical R&D

Abstract

A path model of organizational creativity was presented; it conceptualized the influences of information sharing, learning culture, motivation, and networking on creative climate. A structural equation model was fitted to data from the pharmaceutical industry to test the proposed model. The model accounted for 86% of the variance in the creative climate‐dependent variable. Information sharing had a positive effect on learning culture, which in turn had a positive effect on creative climate, while there were negative direct effects of information sharing on creative climate and on intrinsic motivation. This study suggests that information sharing and intrinsic motivation are important drivers for organizational creativity in a complex R&D environment in the pharmaceutical industry. Implications of the model are discussed.

A review of creativity within organizations from a psychological perspective

“…Others added allocating time and resources for experimentation, providing competence-building opportunities, the presence of intrinsic reward systems, cohesion, some discretion in job activities, clear vision and goals, recognition of innovative efforts, and providing an atmosphere in which it is safe to share novel ideas as relevant organizational factors for creativity (Ramus, 2001;Paulus, 2000). Sundgren et al (2005) determined that the perceived creative organizational climate depends mainly on the factors information sharing, learning culture, and intrinsic and extrinsic motivation. They postulated it as a path model ( Figure 5).…”

Internacionalização, Criatividade Organizacional E as Capacidades Dinâmicas Baseadas Em Conhecimento Como Determinantes Da Inovação

“…Considera-se que essa mesma criatividade organizacional também seja um elemento importante e determinante (antecedente) às CDBC, uma vez que organizações com maior nível de criatividade organizacional possuem maior propensão a integrar as ideias e o conhecimento de seus colaboradores, o que se constitui em essência no KGC e KCC (Sundgren et al, 2005).…”

R&D managers' adaptation of firms' HRM practices

“…The possibility of working in teams is highly valued by R&D workers because of the greater opportunity for exchanging ideas that this system allows (Chatterji and Thomas, 1993). But it is not only internal networks that encourage such contact with new ideas; external networks do so as well (Sundgren et al, 2005).…”

“…Furthermore, we would like to avoid possible similarities in HRM practices due to the fact that the firms follow similar strategies (Lepak et al, 2007) or are dominated by similar coalitions (Ocasio, 1999). For this purpose, we looked for firms in different economic sectors, geographical (Greenberg, 1996;Folger and Cropanzano, 1998;Wiesenfeld et al, 2007) Delegation and managerial support (Amabile, 1996;Kim et al, 1999;Christensen, 2000;Pe´rez and Quevedo, 2006) Delegation of decisions, department's project selection process, establishment of the mission and strategy; development of team leadership and allocation of resources to help support and work out ideas Networks and multidisciplinary teams (Chatterji and Thomas, 1993;Sen and Engelhoff, 2000;Sundgren et al, 2005) The presence of collaborative networks: internal (through the creation of multidisciplinary teams) and external (working with clients, suppliers or universities) in the job organization of department workers Psychological arguments about social comparison (Wood, 1989;Taylor et al, 1990;Ployhart et al, 2006) Recruitment policy (Coombs and Rosse, 1992;Saura and Go´mez Mejı´a, 1997) Policies and instruments used to attract the desired workers Job rotation (McGill et al, 1992;Go´mez Mejı´a et al, 2001) The allocation of different tasks or jobs maintaining the same job position or pay Political arguments (Schneider, 1987;Ocasio, 1999;Lepak and Snell, 2002) Remuneration (Saura and Go´mez Mejı´a, 1997;Manolopoulos, 2006) Pay systems. Variable versus fixed pay Career development (Kim and Cha, 2000;Klarsfeld et al, 2003) Career support: Measurement and development of abilities, training, development.…”

“…Other authors (Sawhney and Prandelli, 2000;Sen and Engelhoff, 2000;Sundgren et al, 2005) emphasize the creation of multidisciplinary teams that maintain networks as critical factors for the success of R&D activities. The findings in this paper support the idea that, due to their nature, R&D activities require more qualified workers and stimulate the creation of networks and multidisciplinary teams.…”