Managing creativity: a Japanese model

Basadur, Min

doi:10.5465/ame.1992.4274394

Cited by 51 publications

(72 citation statements)

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“…Dimock (1986), Amabile & Khaire (2008), Mishra, Dhar, & Dhar (1999) Teaching ( Need (Nee) Drive (Dri) Satisfaction (Sat) Basadur (1992), Smith (1998) Personality (Perso) Freedom (Fre) Self-trust (Str) Self-esteem (Ses) Stacey (1996), Csikszentmihalyi (2011), Nelson, Wood, & Gabris (2011 Creativity (Creat) Originality (Ori) Fluency (Flu) Flexibility (Fle) Elaboration (Ela) Amabile (1998), Heerwagen (2002), Gibson (2005), Rawlinson (2006) 3.1. Participants 3.1.1.…”

Section: Methodsmentioning

confidence: 99%

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Causal Model of Variables Affecting the Creativity of Undergraduate Students

Boonchan¹,

Pupat²,

Seesan³

2017

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This research aims to select variables affecting the creativity of undergraduate students and to develop a causal model from the results. A total of 760 students participated in this study. The instruments used were the Torrance Tests of visual and written language and a questionnaire about the variables that influence creativity. Also a confirmatory factor analysis (CFA), mean and standard deviations, and a path analysis with the LISREL version 8.8 and SPSS program were used. The results show that administration, teaching, instructional climate, motivation, and personality are the variables that affect the creativity of the undergraduate students. The results from the CFA show an acceptable goodness-of-fit. The means of creativity and variables affecting creativity of the undergraduate students were at a medium and high level (between 2.98 to 3.05 and between 3.94 to 4.13), respectively. The goodnessof-fit of the causal model of the variables affecting the creativity of the undergraduate students was developed on the basis of the empirical data as well. The statistical results obtained were χ 2 = 125.28, df = 104, p-value = 0.07622, GFI = 0.98, AGFI = 0.97 and RMSEA = 0.016, all of which are based on specified criteria.

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Section: Methodsmentioning

confidence: 99%

“…But when they are driven by intrinsic motivations-e.g. interest, meaning, purpose, learning, freedomtheir creative performance soars (Basadur, 1992). As pointed out by Smith (1998), intrinsic motivation is difficult to identify because it is an internal, non-conscious process.…”

Section: Motivationmentioning

confidence: 99%

Causal Model of Variables Affecting the Creativity of Undergraduate Students

Boonchan¹,

Pupat²,

Seesan³

2017

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“…72 που αντιμετωπίζει τη διαφορετικότητα και την ανισότητα των προσόντων των μελών της ομάδας, προς όφελος των ασθενέστερων, επίσης στους Weingand (2001) που δίνει μεγάλη σημασία στην εξέλιξη του προσωπικού και τη μάθηση, στη Fowler (1998), σ. 221 που επισημαίνει τη κρισιμότητα της μάθησης για όλες τις διαδικασίες, στον Basadur (1992) (1992). 396 Βλ.…”

Section: διοίκηση ανθρωπίνων πόρων οργάνωση της εργασίας σε ομάδεςunclassified

“…Πολλά απομένει να λυθούν ή βρίσκονται σε εξέλιξη τούτη τη στιγμή, όσον αφορά τις ψηφιακές βιβλιοθήκες, μεταξύ των οποίων τα πρότυπα ηλεκτρονικής δημοσίευσης, οργάνωσης και διάδοσης της επιστημονικής γραμματείας, τα κριτήρια αξιολόγησης των ψηφιακών βιβλιοθηκών 32 , η διαχείριση των πνευματικών δικαιωμάτων 33 . Απομένουν επίσης να εξελιχθούν η ταξινόμηση, η ευρετηρίαση και οι τεχνικές αναζήτησης 34 για θα εξασφαλίσουν την ακρίβεια στα 30 Carlson και Young (2004).…”

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Το management των βιβλιοθηκών και η επίδραση του ανθρώπινου παράγοντα. Πώς αυτό διαμορφώνεται στην ελληνική πραγματικότητα

Κατσιρίκου¹

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Organizational Development Interventions for Enhancing Creativity in the Workplace

Basadur

1997

Journal of Creative Behavior

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In an era of rapidly accelerating change, many organizations which developed during a more stable era that demanded bureaucratic efficiency find themselves in a crisis of adaptability and commitment. Effective organizations are those which can mainstream both adaptability and efficiency and strike an appropriate balance between the two. This paper evaluates traditional organizational development (OD) approaches to this problem, then presents a new approach to OD based on organizational creativity. Organizational creativity is defined as a deliberate and continuous change‐making process of problem generation and formulation, problem solving, and solution implementation, and as synonymous with adaptability and innovation. Unlike traditional OD approaches that lack a strategic perspective and that rely on single interventions, OD should be employed as an innovation process requiring thinking skills in change‐making and incorporating interventions as tools. Under the new approach, organizations can learn to mainstream adaptability by doing two things: encouraging employees to master new thinking skills which increases their creativity, motivation, and commitment; and creating an infrastructure that ensures that these skills will be used regularly. Research is reviewed supporting the new approach, and future research directions are suggested.

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Managing creativity: a Japanese model

Cited by 51 publications

References 0 publications

Causal Model of Variables Affecting the Creativity of Undergraduate Students

Causal Model of Variables Affecting the Creativity of Undergraduate Students

Το management των βιβλιοθηκών και η επίδραση του ανθρώπινου παράγοντα. Πώς αυτό διαμορφώνεται στην ελληνική πραγματικότητα

Organizational Development Interventions for Enhancing Creativity in the Workplace

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