The Role of HRD in Stimulating, Supporting, and Sustaining Creativity and Innovation

Abstract

Challenging environments call for creativity and innovation, dynamic processes that depend upon the interaction of the individual with the social and organizational environment, placing people issues in the foreground. Extant literature suggests a number of problems. First, the frequent confusion that surrounds what this actually means in practice. Second, regardless of the potential for all creative idea generation is not common for most individuals. Finally, successful exploitation of new ideas must overcome social and organizational barriers in the work environment. All are problems that HRD is well placed to address. Integration with creativity and innovation research is essential for HRD to effectively stimulate capability and commitment across multiple levels of the organizational system. An integrated review of literature sources supports the suggestion that integration remains in its infancy. This article proposes a synthesis of extant literature in the field of creativity and innovation with HRD leading to an exploration of practical implications.

Human Resource Development, Creativity and Innovation

“…• An alternative interpretation considers that CPS training might increase openness (Loewenberger, 2013). Both interpretations have implications for HRD in valuing membership of professional associations, conference attendance and networking in increasing the pools of knowledge and experience.…”

“…Given the significance of learning and culture change to the promotion of creativity and innovation, synthesis with HRD (Loewenberger, 2013) remains limited in comparison to general support for HRM and leadership. A focus on the dynamic interaction between individual development of creative thinking skills and a supportive climate remains rare.…”

“…Strategic HRD is increasingly recognised as being pivotal to alignment in supporting organisational transformation and change (Alagaraja, 2013) and is well placed to promote sustainable creativity and innovation. Extant creativity and innovation research identifies important determinants necessary for the credibility to reliably inform HRD practice, yet disintegration is apparent between HRD and creativity (Gibb and Waight, 2005;Loewenberger, 2013).…”

Fostering Creativity in Creative Environments: An Empirical Study of Saudi Architectural Firms

“…The objective is to validate the hypotheses of this theory to help executives and decision makers in Saudi architectural firms to enhance their understanding of what makes their employees, and specifically designers, more creative and their organizations more innovative. approach (Chambers, 1969;Haberland & Dacin, 1992;Borghini, 2005;Hee Kim, 2006;Kurtzberg, 2005;Hansen, Lumpkin, & Hills, 2011;Massaro, Bardy, & Pitts, 2012;Loewenberger, 2013). Many researchers have examined the factors that affect organizational creativity but Amabile's "Componential Model of Organizational Creativity" remains the most popular and widely used (Coveney, 2008;Tseng & Liu, , 2011;Castro, Gomes, & de Sousa, 2012;Stuhlfaut & Windels, 2012;Yeh-Yun Lin & Liu, 2012;Yi, Hu, Plucker, & McWilliams, 2013;Perry-Smith, 2014).…”

“…Furthermore, challenging work through supportive supervision has been proven to enhance employees' intrinsic motivation and thus led to more positive and creative outcomes (Haas, 2006;Zhou et al, 2012). Loewenberger (2013) found that creativity-supporting work environments are more likely to introduce new ideas and products.…”