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Journal articles on the topic 'Creativity in organizations'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Khandwalla, Pradip N., and Kandarp Mehta. "Design of Corporate Creativity." Vikalpa: The Journal for Decision Makers 29, no. 1 (2004): 13–28. http://dx.doi.org/10.1177/0256090920040102.

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Globalization has created immense competitive pressures on corporates. In order to survive and prosper, organizations in the Third World need to redesign themselves for corporate creativity, i.e., for high rates of sustained and successful technological as well as non-technological innovations. This paper provides several examples of how deregulation of the West's airlines industry in the decade of the 1980s stimulated its corporate creativity. It then reviews the literature on the organizational design for corporate creativity to derive a model of the corporate's organizational design require

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Ohly, Sandra. "Promoting Creativity at Work – Implications for Scientific Creativity." European Review 26, S1 (2018): S91—S99. http://dx.doi.org/10.1017/s1062798717000576.

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Creativity is the generation of novel and useful ideas. Organizations, including universities and other research institutions, need to develop novel and useful products to satisfy constantly evolving customer needs. Furthermore, organizational procedures and processes develop over time, and continuous improvements in processes contribute to organizational efficiency. Thus, the development of novel and useful ideas in relation to products, procedures and services is mandated from many employees in modern organizations, including researchers and scientists. This creativity can take on many diffe

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George, Jennifer M. "9 Creativity in Organizations." Academy of Management Annals 1, no. 1 (2007): 439–77. http://dx.doi.org/10.5465/078559814.

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BOURGUIGNON, ANNICK. "Preface: Creativity in Organizations." International Studies of Management & Organization 36, no. 1 (2006): 3–7. http://dx.doi.org/10.2753/imo0020-8825360100.

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George, Jennifer M. "9 Creativity in Organizations." Academy of Management Annals 1, no. 1 (2007): 439–77. http://dx.doi.org/10.1080/078559814.

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Moultrie, James, and Alasdair Young. "Exploratory Study of Organizational Creativity in Creative Organizations." Creativity and Innovation Management 18, no. 4 (2009): 299–314. http://dx.doi.org/10.1111/j.1467-8691.2009.00536.x.

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Tanmanee, Kwanhathai, Eva Kirner, and Daniel Cerquera. "NEUROINNOVATIONS: DRIVING CREATIVITY IN ORGANIZATIONS THROUGH THE APPLICATIONS OF THE HUMAN NERVOUS SYSTEM AND THE BRAIN." Emerging Markets : Business and Management Studies Journal 5, no. 1 (2018): 1–25. http://dx.doi.org/10.33555/ijembm.v5i1.52.

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In today’s business world characterized by high level of uncertainty and change, the success and perhaps the survival of organizations rest on their ability to think and act creatively. Stimulating employee creativity, thus, inevitably becomes one of the top priorities for most organizations, no matter large or small. However, driving creativity is not an easy task, especially in an organizational context where creativity is influenced by variables operating at different levels. herefore, what organizations really need are reliable, scientifically proven mechanisms and tools that would effecti

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Budhiraja, Sunil, Ujjwal Kumar Pathak, and Neeraj Kaushik. "A framework for untapped creativity: leveraging components of individual creativity for organizational innovation." Development and Learning in Organizations: An International Journal 31, no. 6 (2017): 7–9. http://dx.doi.org/10.1108/dlo-05-2017-0050.

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Purpose The purpose of this paper is to examine the components of individual creativity which are commonly unrecognized and untapped by managers and organizations. A framework is suggested to leverage these components of creativity for organizational innovation through organizational learning and support. Design/methodology/approach This paper makes use of grounded theory based on three levels of feedback received from employees of six information technology (IT) companies in India. The paper makes use of qualitative responses (and narratives) received from software engineers, their respective

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Bharadwaj, Sundar, and Anil Menon. "Making Innovation Happen in Organizations: Individual Creativity Mechanisms, Organizational Creativity Mechanisms or Both?" Journal of Product Innovation Management 17, no. 6 (2000): 424–34. http://dx.doi.org/10.1111/1540-5885.1760424.

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Lau, Kung Wong. "Understanding creativity competency for organizational learning." Journal of Management Development 35, no. 10 (2016): 1198–218. http://dx.doi.org/10.1108/jmd-12-2015-0174.

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Purpose Employees’ creativity competency is indeed an unstable, but powerful tool in any development and enhancement of business in creative industry. To understand employee’ assumptions on creativity is crucial for creative industry in recruiting creative personnel, developing organizational creativity training programmes as well as nurturing a creative organization. The paper aims to discuss these issues. Design/methodology/approach This paper aims to explore some basic assumptions of creativity competency by analysing literatures and creative employees’ feedback from a pilot study. This pap

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Al-zoubi, Ali Falah. "Creative Marketing as a Strategic Introduction to Enhance the Competitive Advantages in Jordanian Service Organizations: A Case Study." International Journal of Marketing Studies 9, no. 2 (2017): 78. http://dx.doi.org/10.5539/ijms.v9n2p78.

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The study aims at identifying the concept as well as the factors of creative marketing in service organizations and recognizing the development in the service sector at a global level. The sample of the study was comprised of (16) Jordanian service organizations that were intentionally chosen. The sampled organizations represent 16% of the population. The study is an attempt to find out the role of creative marketing in reaching the competitive advantage in Jordanian service organizations while depending upon the basic factors of creativity in the marketing mix (7Ps). The significance of the s

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Al-Mahali, Ahmad Jalalluddin. "Pengaruh Pengajaran dan Aktifitas dalam Organisasi terhadap Kreativitas Belajar dengan Variabel Mediasi Psikoedukasi Kreativitas." Progressa: Journal of Islamic Religious Instruction 4, no. 1 (2020): 11–18. http://dx.doi.org/10.32616/pgr.v4.1.204.11-18.

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Some learning strategies fail to arouse student creativity in learning. Concerns about accountability narrow flexibility and creativity in teaching. Learning has become the main focus, but does not neglect teaching. Creative children need creative teachers, many activities in campus-level organizations influence and even inhibit their creativity even if they get psychoeducation therapy for creativity. A dilemma is that the most creative child is often punished by parents and teachers who find the behavior difficult to control. Conversely children who fail to manifest curiosity and other creati

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Kurylyak, Vitalina, та Bogdan Litovchenko. "FORMATION OF СREATIVE ORGANIZATION IN THE GLOBAL INFORMATION ENVIRONMENT". Vol 16, No 2 (2017) 16, № 2 (2017) (2017): 184–96. http://dx.doi.org/10.35774/jee2017.02.184.

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The concept of organization as an organistical system facing the challenges of the creative economy is considered. It is grounded that the ideal creative organization with a high level of information will represent a certain symbiosis between organic and anarchic culture in the future. It is identified that with the emergence of virtual organizations, traditional elements of the organizational culture lose their value, while the informational technologies create opportunities for communication and collaboration, regardless of distance and borders. Thus, the basis for the virtual organizations

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Al Harbi, Jaithen Abdullah, Saud Alarifi, and Aissa Mosbah. "Transformation leadership and creativity." Personnel Review 48, no. 5 (2019): 1082–99. http://dx.doi.org/10.1108/pr-11-2017-0354.

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Purpose The purpose of this paper is to examine empirically the effect of transformational leadership on followers’ inventiveness and organizational innovation. It studies transformational leadership and innovation at the organizational level and creativity at the individual level. Design/methodology/approach A theoretical model was created, which entailed the development of variables and hypotheses. A survey instrument was used to obtain data, through a self-completion questionnaire. The final sample was made up of 503 individuals, recruited using a random sampling technique. Findings The res

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Hon, Alice H. Y., and Steven S. Lui. "Employee creativity and innovation in organizations." International Journal of Contemporary Hospitality Management 28, no. 5 (2016): 862–85. http://dx.doi.org/10.1108/ijchm-09-2014-0454.

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Purpose The purpose of this paper is twofold. First, the study considers research on creativity and innovation in the field of general management and hospitality. Second, the paper develops a theoretical model to integrate individual- and group-level creativity particularly for service organizations. Design/methodology/approach This paper provides a comprehensive, albeit non-inclusive, review of research on creativity and innovation in organizations. The review reveals that hospitality research on creativity and innovation has not matched the new advances in management research, particularly t

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Berman, Evan M., and Chan-Gon Kim. "Creativity Management in Public Organizations." Public Performance & Management Review 33, no. 4 (2010): 619–52. http://dx.doi.org/10.2753/pmr1530-9576330405.

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Anderson, Neil, Kristina Potočnik, and Jing Zhou. "Innovation and Creativity in Organizations." Journal of Management 40, no. 5 (2014): 1297–333. http://dx.doi.org/10.1177/0149206314527128.

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Gill, Paul, John Horgan, Samuel T. Hunter, and Lily D. Cushenbery. "Malevolent Creativity in Terrorist Organizations." Journal of Creative Behavior 47, no. 2 (2013): 125–51. http://dx.doi.org/10.1002/jocb.28.

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Thompson, Neil A. "Imagination and Creativity in Organizations." Organization Studies 39, no. 2-3 (2017): 229–50. http://dx.doi.org/10.1177/0170840617736939.

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Scholars adopting a relational ontology of organisational creativity have shifted attention away from a preoccupation with individual minds towards that which is enacted, emergent, shared, unpredictable and contingent. This article follows suit, yet breaks new ground by reconsidering how the mind plays an active role in unfolding creative interactions by building a bridge between literature on organisational creativity, aesthetics and philosophy of imagination. I draw on English Romanticism to craft a theoretical model of organisational creativity as an aesthetic and relational process of shar

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Zaya Yousif, Marwah Badr. "The Effect of Organizational Creativity in Enhancing Knowledge Management Processes: survey study for a sample of academic staff members at the Technical College of management / Baghdad)." Journal of Economics and Administrative Sciences 27, no. 127 (2021): 98–111. http://dx.doi.org/10.33095/jeas.v27i127.2139.

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In many organizations, employees who have high mental skills are the main source of organizational creativity. When a firm does not put creativity as a goal, cannot stand solid against the competition. Nowadays, knowledge is the path to discover the innovation and creativity aspects, This can assist the firm to stand face to face with competition in the market. The importance of this research comes from detecting and knowing the relation between creativity and knowledge to know and detect the influence of organizational creativity on backing the management of knowledge and determine the final

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Kumar, Hari, and Satish Raghavendran. "Gamification, the finer art: fostering creativity and employee engagement." Journal of Business Strategy 36, no. 6 (2015): 3–12. http://dx.doi.org/10.1108/jbs-10-2014-0119.

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Purpose – Fostering employee engagement in large organizations is a formidable problem that gets even more challenging in a sluggish economy, when the standard lever of monetary incentives are not a viable option for boosting employee engagement and motivation. As the organization gets larger, building emotional connectedness or bonding becomes challenging as teams expand to operate in different time zones. The overwhelming pace of work in the modern workplace can also hamper bonding. Yet emotional connectedness, when present, serves as a catalyst in driving superior performance and employee l

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Guo, Jiajun, Richard Gonzales, and Anna E. Dilley. "Creativity and Leadership in Organizations: A Literature Review." Creativity. Theories – Research - Applications 3, no. 1 (2016): 127–51. http://dx.doi.org/10.1515/ctra-2016-0010.

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AbstractDespite the importance to researchers and organizations of how creativity contributes to effective leadership and how leadership contributes to group and organizational creativity, our knowledge regarding this interrelationship remains largely limited. A review of the literature based on both theoretical grounds and empirical evidence reveals that studies examining the intersection between creativity and leadership in organizations are divergent in terms of how they conceptualize this relationship. A multi-level framework is used to synthesize the knowledge in both creativity and leade

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Khalili, Ashkan. "Creativity and innovation through LMX and personal initiative." Journal of Organizational Change Management 31, no. 2 (2018): 323–33. http://dx.doi.org/10.1108/jocm-09-2016-0183.

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Purpose The purpose of this paper is to determine empirically the influence of leader-member exchange (LMX) on employees’ creativity and innovation. In addition, this study investigated the moderating role of employees’ personal initiative on the associations. Design/methodology/approach Data were gathered from 1,221 employees working in organizations across various industries in Australia. Findings The findings of this study revealed positive and significant relationships between LMX and employees’ creativity and innovation. Also, the findings indicated employees’ personal initiative moderate

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Thuan, Le Cong. "Mechanisms underlying supervisor creativity-relevant skills and subordinate creativity." Evidence-based HRM: a Global Forum for Empirical Scholarship 8, no. 3 (2020): 315–26. http://dx.doi.org/10.1108/ebhrm-10-2019-0096.

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PurposeThe purpose of this study is to focus on exploring how supervisors with high creativity-relevant skills stimulate their subordinate creativity through subordinate creativity-relevant skills and creative role identity.Design/methodology/approachThis study analyzed the data gathered from 381 employees working in information technology (IT) organizations in Southern Vietnam using structural equation modeling (SEM).FindingsThe results indicate that supervisor creativity-relevant skills did not directly influence subordinate creativity. However, subordinate creativity-relevant skills and cre

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Sofijanova, Elenica, Darko Andronikov, and Gjorgjina Kimova. "INTERNAL CHANGES IN ORGANIZATIONS AND DEVELOPMENT BY CREATIVITY AND INNOVATION." KNOWLEDGE INTERNATIONAL JOURNAL 30, no. 1 (2019): 59–63. http://dx.doi.org/10.35120/kij300159s.

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The turbulent times in which organizations exist, create the need for rapid and dynamic changes. The knowledge economy through improved efficiency, cost savings is being replaced-transformed into a creativity economy, in particular creating an economic value of creativity, imagination and innovation. This increases the need for changes initiated by the management team. It involves accepting and implementing new products and technologies, as well as changing organizational behavior through diversified values and organizational culture. Hyper competitive environment implies production changes, t

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Nisula, Anna-Maija. "The relationship between supervisor support and individual improvisation." Leadership & Organization Development Journal 36, no. 5 (2015): 473–88. http://dx.doi.org/10.1108/lodj-07-2013-0098.

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Purpose – The purpose of this paper is to examine the effect of perceived supervisor support on individual improvisation, and the mediating role of the psychological empowerment and improvisation-related self-efficacy in that relationship. Design/methodology/approach – The data were collected in 2011 from the large municipal organization. The total sample size was 593. The partial least square analysis conducted to estimate the mediation effects of empowerment and self-efficacy on the relationship between supervisor support and individual improvisation. Findings – The findings of the study sho

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DiLiello, Trudy C., and Jeffery D. Houghton. "Creative Potential and Practised Creativity: Identifying Untapped Creativity in Organizations." Creativity and Innovation Management 17, no. 1 (2008): 37–46. http://dx.doi.org/10.1111/j.1467-8691.2007.00464.x.

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Braga, Luíza Alves, Nagela Maria Alcântara Pinheiro, Josimar Souza Costa, and Francinete Alves de Oliveira Giffoni. "THE AWAKENING OF CREATIVITY IN ORGANIZATIONS." Amadeus International Multidisciplinary Journal 5, no. 9 (2020): 170–76. http://dx.doi.org/10.14295/aimj.v5i9.138.

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Abstract: This article deals with creativity and innovation in the business field. Discusses the importance of encouraging the creative process at the organizational level. It presents the success story of the Walt Disney organization on the international scene, relating the company's success to the use of creativity. The text promotes reflection on the topic in the current context, demonstrating the growing need for companies to encourage the awakening of the creative process in order to remain competitive in a market that faces rapid changes and great challenges. Keywords: Creativity; Innova

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Smith, Natalie L., and B. Christine Green. "Examining the factors influencing organizational creativity in professional sport organizations." Sport Management Review 23, no. 5 (2020): 992–1004. http://dx.doi.org/10.1016/j.smr.2020.02.003.

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Moraru, Gina-Maria. "Creativity And Benchmarking Influence On Research, Production And Marketing In Romanian Organizations." Balkan Region Conference on Engineering and Business Education 1, no. 1 (2014): 505–8. http://dx.doi.org/10.2478/cplbu-2014-0086.

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AbstractThe paper is a small part of a research made for identify if benchmarking is or can be used in creativity management in Romanian organizations, in order to combat the effects of the economic-financial crisis and to increase organizational performance. Using questionnaires, the author collected data from the academic and industrial environment. The paper related the creativity and benchmarking influence on three of the organizational functions: research and development, production and marketing. First, it presents an original synthesis about the theory in this field. Second, it presents

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Lauring, Jakob, and Anders Klitmøller. "Inclusive Language Use in Multicultural Business Organizations: The Effect on Creativity and Performance." International Journal of Business Communication 54, no. 3 (2015): 306–24. http://dx.doi.org/10.1177/2329488415572779.

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Few studies have dealt with inclusive language use in multicultural organizations. This is unfortunate because it has been hypothesized that such organizations will be more creative and will perform better than mono-cultural organizations if communication issues are dealt with correctly by managers. In this study, we test the general hypothesis that inclusive language use by managers and employees in formal and informal situations will increase the creativity and performance in multicultural organizations. By use of responses from 676 individuals employed in privately owned multicultural compa

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Sethia, Nirmal K. "The Shaping of Creativity in Organizations." Academy of Management Proceedings 1989, no. 1 (1989): 224–28. http://dx.doi.org/10.5465/ambpp.1989.4980965.

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Fatt, James Poon Teng. "Creativity in Business and Innovative Organizations." Industry and Higher Education 12, no. 2 (1998): 84–92. http://dx.doi.org/10.1177/095042229801200204.

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The contributions of business and innovative organizations have made their influence felt in the history of commercial enterprise. From Henry Ford of Ford Motors and Bill Gates of Microsoft to Sim Wong Hoo of Creative Technology, creativity has been the lifeblood of commercial culture. Such organizations may take numerous forms – private or public, commercial or non-commercial, corporate or non-corporate – but, to a great degree, their lifeblood must be seen to be creativity in some form. This paper examines the phenomenon of creativity in business and innovative organizations and looks at the

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Larson, Mia. "Innovation and Creativity in Festival Organizations." Journal of Hospitality Marketing & Management 20, no. 3-4 (2011): 287–310. http://dx.doi.org/10.1080/19368623.2011.562414.

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Koberg, Christine S., and Jacqueline N. Hood. "Cultures and creativity within hierarchical organizations." Journal of Business and Psychology 6, no. 2 (1991): 265–71. http://dx.doi.org/10.1007/bf01126712.

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Shateri, Mahboubeh, Roya Safari, Noosha Hozhabrnejad, and Hamid ShateriBaghiabadi. "INVESTIGATING THE ROLE OF KNOWLEDGE MANAGEMENT AS A TOOL FOR ENHANCING INNOVATION AND CREATIVITY IN ORGANIZATIONS." International Journal of Research -GRANTHAALAYAH 4, no. 4 (2016): 82–89. http://dx.doi.org/10.29121/granthaalayah.v4.i4.2016.2758.

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According to modern management literature in the fields of innovation and creativity, it is vital for organizations to innovate to keep up with increasing competition, consumer demands and emerging market fields. Here is where the role of knowledge management is highlighted as a potential key competitive advantage. This paper brings together knowledge from various areas to show that innovation is a form of organizational advantage which can be obtained by appropriate knowledge management. Focus is made the role of knowledge management in sustaining and enhancing creativity in organizations. Th

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Mo-Ching Yeung, Shirley. "Lesson learnt from quality CEO – Creativity development for learning organization with impacts." Corporate Ownership and Control 12, no. 1 (2014): 105–13. http://dx.doi.org/10.22495/cocv12i1p7.

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The purpose of this paper is to explore the factors to develop creativity for building a learning organization. Methods of developing creativity from a quality CEO have also been investigated. This paper draws conclusions from a qualitative content analysis with reporting on the CEO of Apple in 2011 to identify the key factors for a quality CEO to develop creativity. After reviewing literature on leadership, management, quality, learning organization and carry out content analysis of reporting on Apple CEO, it has been found that individual attributes – persistence, observation, passion and be

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M. Olszak, Celina, and Jerzy Andrzej Kisielnicki. "Organizational Creativity and IT-based Support." Informing Science: The International Journal of an Emerging Transdiscipline 19 (2016): 103–23. http://dx.doi.org/10.28945/3514.

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The main aim of this paper is to provide a theoretically and empirically grounded discussion on IT-based organizational creativity support. This study attempts to answer the following questions: (1) what is the issue of organizational creativity and its IT-based support, (2) what is the demand for IT –based organizational creativity support; (3) what are the main determinants and barriers to IT-based organizational creativity support; and (4) what success factors are crucial for IT-based organizational creativity support. This paper presents the analysis results of a survey conducted in 25 sel

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Yoon, Sun Kyung, Jae Hyun Kim, Jung Eun Park, Chan Ju Kim, and Ji Hoon Song. "Creativity and knowledge creation: the moderated mediating effect of perceived organizational support on psychological ownership." European Journal of Training and Development 44, no. 6/7 (2020): 743–60. http://dx.doi.org/10.1108/ejtd-10-2019-0182.

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Purpose The purpose of this study is to examine the influences of creativity, psychological ownership (PO) and perceived organizational support (POS) on knowledge creation, using the integrative systems model of creativity. Design/methodology/approach A survey was used to collect data from 188 workers in Korean public service organizations. Analyses, including bootstrapping and hierarchical regression analysis, were performed to determine the mediating effect of PO and also the moderating and the moderated mediating effects of POS. Findings The results showed that PO mediates partially between

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Tai, Huynh Thao, and Nguyen Quynh Mai. "Proactive personality, organizational context, employee creativity and innovative capability." International Journal of Organizational Analysis 24, no. 3 (2016): 370–89. http://dx.doi.org/10.1108/ijoa-04-2015-0857.

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Purpose The purpose of this study is to develop and empirically examine antecedents of innovative capability in different organization categories of multinational corporations (MNCs) and domestic firms by applying the integrative theory, linking both personal and contextual factors in explaining employee creativity. Design/methodology/approach A conceptual framework has been developed based on previous research investigating the relationship between proactive personality, organizational context (hierarchy, communication, atmosphere and risk-taking orientation), employee creativity and, ultimat

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Sołek-Borowska, Celina. "Creativity and Knowledge Sharing in Teams." Journal of Management and Financial Sciences, no. 31 (July 29, 2019): 37–48. http://dx.doi.org/10.33119/jmfs.2018.31.3.

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Despite the wealth of studies related to team creativity, there is a general concern that the field still offers fuzzy indications about how team creativity (TC) can be supported within organizations. Creativity is enacted in the individual, within teams and within networks. Team creativity depends on creative individuals, processes, situations, the culture and the interaction of these factors. A growing number of organizations rely heavily on team creativity to enhance their capacity for generating new ideas. To enable knowledge sharing in teams in order to offer creativity within such a team

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Hirudayaraj, Malar, and Jennifer Matić. "Leveraging Human Resource Development Practice to Enhance Organizational Creativity: A Multilevel Conceptual Model." Human Resource Development Review 20, no. 2 (2021): 172–206. http://dx.doi.org/10.1177/1534484321992476.

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Developing creativity is a critical challenge for the survival and success of businesses. Using Amabile’s dynamic componential theory of creativity as a framework, we examined the underexplored potential of HRD practice to develop and foster creativity at the individual, group, and organizational levels. We bring together dispersed attempts in HRD literature to hypothesize the role of individual HRD activities under a conceptual model and indicate how the different activities influence specific component/s of organizational creativity identified in the theory. The model demonstrates the potent

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Booksh, Karl S., and Lynnette D. Madsen. "Academic pipeline for scientists with disabilities." MRS Bulletin 43, no. 8 (2018): 625–32. http://dx.doi.org/10.1557/mrs.2018.194.

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The business model for organizational diversity states that “diverse” organizations have a competitive advantage over non-“diverse organizations. These advantages arise from increased creativity,1 problem solving,2,3 decision making,4 and overall quality of results,5 among other observed outcomes. Within academia, increasing diversity benefits performance and persistence of students by reducing the deleterious effects of solo status (being the only representative of a social group)/tokenism (member of a minority social group in a given organization) and stereotype threat.

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Jafri, Md Hassan. "Moderating Role of Emotional Intelligence on Personality– Employee Creativity Relationship." Management and Labour Studies 45, no. 1 (2019): 15–30. http://dx.doi.org/10.1177/0258042x19890243.

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Creativity has gained increased significance by organizations in current time. Both individual and organizational factors contribute to it. This study explored the relationship between the Five Factor Model (FFM) of personality and employee creativity. Emotional intelligence (EI) is presented as a moderator in the relationship between the FFM and employee creativity. Using random sampling approach, the study was conducted on 232 regular employees from three service sector organizations. Respondents consisted of both genders working at different levels. Regression analyses showed that three dim

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Kukushkin, S. N. "Evolution of the Organization Model in Socio-Economic Formations." Vestnik of the Plekhanov Russian University of Economics, no. 4 (July 29, 2018): 3–18. http://dx.doi.org/10.21686/2413-2829-2018-4-3-18.

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Social changes, transformation of human activity from labour to creative work, alteration of material conditions and use of new production factors are bound to cause changes in the organization itself. In the article the author tries to show how the organization could change in the future. The author depicts how the organization changed under the influence of its activity development and under the impact of the external environment. Organization models in industrial, post-industrial and information society are described. Some of these models are designed by the author himself. The organization

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Jabeen, Fauzia, Khalid Mehmood, and Mehrajunnisa Mehrajunnisa. "Strategic drivers to promote employee suggestion schemes in GCC organizations." Evidence-based HRM: a Global Forum for Empirical Scholarship 8, no. 3 (2020): 273–94. http://dx.doi.org/10.1108/ebhrm-07-2019-0066.

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PurposeThis study applies a decision support tool to prioritize the various drivers that influence employee suggestion schemes (ESSs) in both public and private organizations based in the Gulf Cooperation Council (GCC) countries for better organizational performance.Design/methodology/approachUsing theories of organizational creativity, an analytic hierarchy process (AHP) model was developed with 5 criteria and 24 sub-criteria. Data were collected from executives (n = 48) from both public and private organizations in the GCC. Later, the data were interpreted with a priority vector assigned to

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Moraru, Gina-Maria. "Creativity And Benchmarking Influence On Finance-Accounting And Human Resources Organizational Functions." Balkan Region Conference on Engineering and Business Education 1, no. 1 (2014): 509–12. http://dx.doi.org/10.2478/cplbu-2014-0087.

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AbstractThe paper presents the creativity and benchmarking influence on two of the organizational functions: finance-accounting and human resources. After a short presentation of the representative conceptions in the managerial literature, it focuses on a part from a research performed on three categories of respondents: PhD candidates in management, university professors (who teach management related subjects at various faculties) and managers from industrial organizations. Even the respondents agree that creativity and benchmarking are insufficient used in Romanian organizations, they consid

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Shin, Inyong, Won-Moo Hur, and Hongseok Oh. "Essential precursors and effects of employee creativity in a service context." Career Development International 20, no. 7 (2015): 733–52. http://dx.doi.org/10.1108/cdi-10-2014-0137.

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Purpose – The purpose of this paper is to examine how the emotional labor strategies of service employees differently influence the level of their creativity, and whether creative employees consequently benefit from that creativity in terms of achieving a high level of job performance. Design/methodology/approach – The authors surveyed flight attendants from an airline in South Korea. The authors distributed 150 questionnaires to flight attendants, received 126 responses, and finally obtained 119 usable data. The authors used Mplus 7.13 to evaluate validity and test the hypotheses. Findings –

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McNair, Monty, Caroline Howard, Indira Guzman, and Paul Watkin. "Creativity Enhancement." International Journal of Strategic Information Technology and Applications 2, no. 3 (2011): 1–8. http://dx.doi.org/10.4018/jsita.2011070101.

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Since the dawn of humanity, creativity has been critical to surmounting the challenges of life. Innovation is particularly essential to survival on every level from an individual solving his/her problems to a world dependent on adaptive approaches to cope with rapidly expanding populations and enormous international tensions. Currently, information systems programs are not fostering the creativity needed to sustain the innovation required to compete in the 21st century marketplace. Educators and researchers need to better understand the effects of creativity training on creative performance to

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Ghosh, Koustab. "Developing organizational creativity and innovation." Management Research Review 38, no. 11 (2015): 1126–48. http://dx.doi.org/10.1108/mrr-01-2014-0017.

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Purpose – The purpose of this study was to empirically examine the impact of self leadership on employee creativity and workplace innovative orientation moderated by the creativity climate of the organization. Design/methodology/approach – This study as a unique approach has explored the dimension of self-leadership in connection with employee creativity,creativity climate and workplace innovation preparedness. Findings – The results of structural equation modelling analysis based on the sample responses obtained from the research,design and development units of a select number of organization

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