Building sustainable creativity: a conceptual framework

Marques, Pedro Rocha

doi:10.14207/ejsd.2016.v5n3p433

Cited by 3 publications

(4 citation statements)

References 15 publications

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“…It can be considered an international think tank for creativity development, standing behind the initiative CREATIVITY 2030 (UNESCO 2020). Via creativity, it is possible to contribute to a more sustainable world (Marques 2016). Another perspective, researched in this article, is how to encourage creativity in the long run so that it becomes sustainable itself.…”

Section: Sustainable Creativitymentioning

confidence: 99%

“…These include motivation, creativity, and decision-making aimed at supporting them. Although these processes are partially researched (e.g., Marques 2016;Ryan and Deci 2017;Averill and Major 2020;Kleebbua and Lindratanasirikul 2021), the examination of their overlaps, specifically in higher education, is still absent in the literature. The paper will identify the interconnections between all three processes while accepting their unique features.…”

Section: Introductionmentioning

confidence: 99%

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Taxonomy of Factors Involved in Decision-Making to Sustain Organization Members’ Creativity

Blašková

Tumová

Mičiak

2022

Administrative Sciences

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Creativity is highly valued in all areas of life, and it must be supported in the academic environment for the future prosperity of all organizations. This is the primary source of creativity for practice. The research presented is based on answering the following questions: Are an organization’s members willing to increase their motivation if the organization’s motivational efforts improve? What elements in decision-making are used to support the creativity and motivation of the organization’s members? The paper proposes a novel taxonomy of decision-making factors influencing organizations’ sustainable creativity based on linking the findings from the authors’ surveys. Its application will lead to an improvement in the organizations’ processes, especially in the process of education and knowledge generation. The sociological inquiry was used as the main data collection method. Other methods applied included content analysis, practical cases analysis, and comparison. Methods of mathematical-statistical analysis and deductive-inductive approach were used in the evaluation. This resulted in the confirmation of the impact of creative decision-making approaches by employees and managers on sustainable motivation and creativity in the organization. The taxonomy of decision-making factors for the support of sustainable creativity reflects the results of this original research combined with the findings summarized in the discussion.

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Section: Sustainable Creativitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Taxonomy of Factors Involved in Decision-Making to Sustain Organization Members’ Creativity

Blašková

Tumová

Mičiak

2022

Administrative Sciences

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“…Creativity should be considered as a malleable and potentially contested notion in science education, framed as it is within divergent and contrasting views of science and technology [68]. With this regard, creativity is the new core competence: "it is about creativity, imagination, insight and above all, innovation-the knowledge is commoditized" [69] (p. 433).…”

Section: Creativity Academic Creativity and Sustainable Academic Crea...mentioning

confidence: 99%

Spirals of Sustainable Academic Motivation, Creativity, and Trust of Higher Education Staff

et al. 2021

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Sustainability has to penetrate more and more into higher education. It should not focus only on traditional elements. It should also enter new, but for future improvement, extremely important areas. Based on this premise, creativity and motivation, when additionally interconnected and supported by trust that is provided and achieved, decide on the progress and sustainability of universities. This connection is gaining importance especially from the point of view of building solid foundations and mechanisms that functionally preserve the potential effects of these elements in the future. For this reason and following the nature, importance, and content of sustainable academic motivation (SAM), the paper introduces two new concepts: sustainable academic creativity (SAC) and sustainable academic trust (SAT). For further original contributions, the paper hypothesizes the existence of mutual—spiral—relations of sustainable academic motivation (SAM), sustainable academic creativity (SAC), and sustainable academic trust (SAT). The empirical section tests the validity of this claim in the universities of two countries: the Slovak Republic and Poland. A survey performed on a sample of n=181 pedagogical, scientific, management, and administrative staff in higher education confirms the existence of these spirals. The results indicate the spiral effect of motivation when connected with creativity and trust and show that it is accented by the crucial principles of sustainability (responsibility, novelty, usefulness, progress, etc.). Therefore, the paper’s conclusion contains the explanations for the potential occurrence of three types of sustainably mutual systems and complexes. These are: (a) individual sustainable systems of SAM, SAC, and SAT; (b) group/sectional sustainable systems of SAM, SAC, and SAT; and (c) the global sustainable complex of SAM, SAC, and SAT in the university.

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“…From the viewpoint of the second scientific contribution, the study focuses on research conducted using an original questionnaire created on the basis of the subject literature as well as own experiences and research in the area considered in this article (Sokół, 2015;Marques, 2016;Ulewicz & Blašková, 2018;Figurska, 2019;Luu, 2019;Zhang et al, 2019). The research sought relationships between KBOs whether carrying out creative activities or not, and barriers to sustainable creativity development in order to determine whether there were any relationships between them.…”

Section: Introductionmentioning

confidence: 99%

Organizational Barriers of a Knowledge-Based Organization in the Aspect of Sustainable Creativity Development

Blašková,

Sokół,

Figurska

2023

jpnu

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The turbulence of the organizations’ environment significantly affects the functioning of creative knowledge-based organizations. Changes that occur in this broadly understood environment are often unpredictable, so it is impossible to prepare for them. Therefore organizations must creatively use their knowledge in their response to these changes. Bearing the above in mind, the issue of organizational barriers of sustainable creativity development in knowledge based organizations seemed to be worth the research effort. The paper analyses, synthesizes and compares the theory (regarding the essence of a knowledge-based organization, the sustainable development of creativity in organizations and the barriers that hinder this development), processes empirical data, verifies hypotheses, and provides conclusions and suggestions for knowledge based organizations (both those taking up and not taking creative activities) regarding the minimization of barriers affecting the sustainable development of creativity. The empirical analysis uses the Spearman correlation coefficient, Chi-square test, Mann-Whitney test, W Wilcoxon’s test and simple rotation factor analysis. The results of the research showed significant differences in the following barriers of sustainable creativity development: lack of knowledge on the organization’s vision, goals and plans, poor financial condition of the organization, and fear to present own ideas. Subsequently, with use of appropriate statistical apparatus, the 28 primarily defined barriers were turned out to into the six heterogeneous category – groups of the barriers limiting the sustainable development of creativity in knowledge-based organizations. The results of the study made it possible to identify areas the improvement of those may allow for more effective development of the organization in the scope presented in the paper. The article ends with recommendations that respond to the barriers with the strongest negative impact on the sustainable creativity development.

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Building sustainable creativity: a conceptual framework

Cited by 3 publications

References 15 publications

Taxonomy of Factors Involved in Decision-Making to Sustain Organization Members’ Creativity

Taxonomy of Factors Involved in Decision-Making to Sustain Organization Members’ Creativity

Spirals of Sustainable Academic Motivation, Creativity, and Trust of Higher Education Staff

Organizational Barriers of a Knowledge-Based Organization in the Aspect of Sustainable Creativity Development

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