Creativity and Organisational Efficiency: Empirical Evidence From Private Organisations in Nigeria

Abstract

The study investigated creativity and organisational efficiency in Nigerian private organisations to ascertain the extent to which workforce creativity enhances organisational efficiency. The quantitative methodology was employed and the research design was a cross-sectional survey. Stratified sampling was employed in selecting respondents from ten multinational companies across the six geopolitical zones in Nigeria. Research data were elicited from the respondents with the help of a structured questionnaire. The question response format of items addressing the research questions in the questionnaire were of the five-point Likert scale. The study used measurement items related to the extant literature for all the measures. Structural equation modeling was employed in data analysis with organisational efficiency serving as the latent variable while creativity constructs served as the measured variables. Results show that three out of the four constructs of creativity were significant predictors of creativity Thus, the competitive environment, social capital and technological factors influence creativity and that creativity predicts organisational efficiency.

Product creativity and organisational competitiveness: Empirical evidence from Nigeria

“…The selection procedure is consistent with Inegbedion and Obadiaru (2018), Inegbedion (2018), and Inegbedion et al. (2021). Google forms posted to the sampled respondents through the social media (WhatsApp and Facebook) served to implement the online survey.…”

“…In modern organisations, which have become highly competitive owing to globalisation, creativity is becoming increasingly indispensable to organisational competitiveness and so is innovation. Creativity is the generation of new and useful ideas (Inegbedion et al., 2021; Hua, Kabia, and Arkady, 2015; Mansur, 2015; and Oluwadare, 2015). It is the casting forth of a novel product or resolution of an open‐ended task (Inegbedion et al., 2021).…”

“…Creativity is the generation of new and useful ideas (Inegbedion et al., 2021; Hua, Kabia, and Arkady, 2015; Mansur, 2015; and Oluwadare, 2015). It is the casting forth of a novel product or resolution of an open‐ended task (Inegbedion et al., 2021). “A creative person is one who has the ability to combine or rearrange ideas in a unique fashion”; from diverse origins such as mysticism and divine inspiration, among others, creativity has evidently turned to a key performance indicator of how organisations adapt to their changing environments.…”

“…In the same vein Riyadi and Sumardi (2017), Reguia (2017), and Ezenwakwelu, Attah, and Onyejiaku (2017) found product innovation to be significantly influential to organisational competitiveness. Lastly, Abubakar and Mohammed (2019) as well as Piazzai and Wijnberg (2019) found product line to be significantly influential to organisational competitiveness, while Inegbeduib et al (2021) examined creativity and organisational efficiency. None of the studies designed a framework to combine imitation, differentiation, innovation, and product line as components of product creativity consistent with the TCD; neither did any of the studies examine their combined impact on organisational competitiveness.…”

“…Knowledge creation stimulates the promotion of a working environment for innovation (Sulaiman et al., 2015). Innovation is critical to value creation through the production of novel products and the sustenance of a competitive advantage (Inegbedion et al., 2021). The ability of a firm to offer unique products is critical to organisational competitiveness.…”