Critical factors for enhancing creativity

McFadzean, Elspeth

doi:10.1002/jsc.542

Cited by 13 publications

(9 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In contrast, transferring knowledge through repositories is found to be inappropriate for triggering creative outcomes (Gray and Meister, 2006). Internal published documents and knowledge-based systems are more likely to encourage the syndrome of "cognitive inertia" by preventing individuals to view the problem from different perspectives (McFadzean, 2001). We hypothesize the following:…”

Section: Innovation: Knowledge Creationmentioning

confidence: 97%

See 1 more Smart Citation

Sourcing knowledge for innovation: knowledge reuse and creation in project teams

Khedhaouria

Jamal

2015

Journal of Knowledge Management

View full text Add to dashboard Cite

Access to this document was granted through an Emerald subscription provided by emerald-srm: 463575 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Abstract:Purpose-Present research investigates motivations of team members to source knowledge and how the sourced knowledge increases their reuse and creation outcomes.Methodology-A model based on knowledge sourcing perspective is proposed and tested to link knowledge sourcing methods in teams to their performance outcomes. The hypotheses are tested on data collected from a survey of 341 project teams. (1) critical role of team members' learning orientation in increasing knowledge sourcing, reuse, and creation; (2) group knowledge sourcing and repositories are more appropriate to increase knowledge reuse; (3) Internet is more effective to increase knowledge creation; and (4) knowledge reuse increases knowledge creation among team members with a strong learning orientation. Findings-Findings showResearch limitations/implications-Further studies can replicate our model and introduce group characteristics to improve its explanatory power. Also, use of self-reported measures in data collection may lead to biases, future research should collate different measures longitudinally or use separate primary and secondary observations.Practical implications-Team leaders should enhance team effectiveness by ensuring diversity of knowledge and skills. Current research emphasizes that team leaders can integrate a crowdsourcing or 'users as co-creators' approach to increase knowledge creation by team members. Team members' learning orientation can be increased by promoting a climate that encourages open discussion of problems, mistakes, and errors.Originality/value-Our research highlights that knowledge sourcing methods produce different performance outcomes regarding knowledge reuse and creation. These insights can be useful to team leaders and researchers in order to better understand what motivations team members to source knowledge and how it increases their reuse and creation outcomes.

show abstract

Section: Innovation: Knowledge Creationmentioning

confidence: 97%

“…by preventing individuals to view the problem from different perspectives (McFadzean, 2001). We hypothesize the following:…”

Section: Innovation: Knowledge Creationmentioning

confidence: 99%

Sourcing knowledge for innovation: knowledge reuse and creation in project teams

Khedhaouria

Jamal

2015

Journal of Knowledge Management

View full text Add to dashboard Cite

show abstract

“…Selection, placement, and training efforts may need to be tailored specifically to the identification or development of either creative or innovative capabilities. Considering creativity‐enhancement interventions (McFadzean, 2001), it would be interesting to know which techniques (e.g. brainstorming or forced association) are most beneficial for each phase.…”

Section: First Challenge: Differential Predictors Of Distinct Creativmentioning

confidence: 99%

Three Avenues for Future Research on Creativity, Innovation, and Initiative

2004

View full text Add to dashboard Cite

La créativité, l'innovation et l'initiative sont des processus psychologiques qui facilitent la transformation des rôles professionnels individuels, des équipes et des organisations en ce qui est souhaitable. Cet article est donc axé sur des orientations de recherche virtuelles de ce secteur de plus en plus important. Plus précisément, nous indiquons trois graves lacunes, à savoir la nécessité d'une plus grande différenciation des processus, d'une intégration des concepts et d'une analyse transculturelle. Tout d'abord, les différents antécédents potentiels de la créativité spécifique ou des phases de l'innovation ont bénéficié d'une attention insuffisante. Ensuite, la recherche sur la créativité et l'innovation peut être enrichie par une intégration des concepts de proactivité récemment développés telles que l'initiative personelle et la parole. Enfin, les différences transculturelles dans les valeurs, les orientations motivationnelles et les préférences relatives au leadership peuvent rendre compte de la façon dont la créativité et l'innovation sont mises en oeuvre et cultivées à travers le monde. Eu égard à chacun de ces futurs défis, nous faisons des suggestions pour des avancées théoriques et empiriques et discutons des développements virtuels pratiques et méthodologiques.Creativity, innovation, and initiative are psychological processes that facilitate the transformation of individual work roles, teams, and organisations into desired future states. Therefore, the present paper focuses on potential research trends in this increasingly important area. Specifically, we identify three substantive gaps reflecting the needs for greater process differentiation, concept integration, and cross-cultural analysis. First, potential differential antecedents of specific creativity or innovation phases have received insufficient attention. Second, the creativity and innovation research domain may benefit from an integration of recently developed proactivity concepts such as personal initiative and voice behavior. Third, cross-cultural differences in values, motivational orientations, and leadership preferences may determine how creativity and innovation are enacted and cultivated across the globe. With respect to each of these future challenges, we provide suggestions for theoretical and empirical advancements and discuss potential practical and methodological developments.

show abstract

“…Harvey (2014) évoque un ensemble de dispositifs qui facilitent la transgression et les explorations aux frontières de ce que les individus connaissent . Il s'agit des méthodes de créativité qui favorisent un mode de pensée divergente (McFadzean, 2001), ou encore de la matérialisation des idées (prototypes, scénarios d'usages, dessins) pour aider les individus à partager des représentations, faire des liens et créer de nouvelles idées (Schulz et al ., 2015;Harvey, 2014) . Enfin, une littérature récente insiste sur le rôle de l'espace physique, reconfigurable et convivial, pour inciter les individus à décaler leur point de vue (Coradi et al ., 2015) .…”

Section: Combiner Des Connaissances Non Articulées Au Cours Du Procesunclassified

Développer des capacités hautement créatives dans les entreprises : le cas des laboratoires d’innovation ouverte

Mérindol

Versailles

2018

View full text Add to dashboard Cite

Cet article analyse les capacités hautement créatives comme un ensemble de ressources et compétences permettant d’accéder à une variété de connaissances distantes, de les articuler et de préserver leur redondance pour aboutir à des idées nouvelles et originales. Basé sur une étude de cas exploratoire sur les laboratoires d’innovation ouverte de trois grandes entreprises françaises, cet article se propose d’étudier la nature de ces capacités et le design organisationnel mis en place dans un contexte d’innovation ouverte. Les résultats permettent d’analyser le caractère distribué de ces ressources dans un espace inter-organisationnel et le nouvel équilibre entre contrôle / liberté pour les exploiter.

show abstract

Critical factors for enhancing creativity

Cited by 13 publications

References 35 publications

Sourcing knowledge for innovation: knowledge reuse and creation in project teams

Sourcing knowledge for innovation: knowledge reuse and creation in project teams

Three Avenues for Future Research on Creativity, Innovation, and Initiative

Développer des capacités hautement créatives dans les entreprises : le cas des laboratoires d’innovation ouverte

Contact Info

Product

Resources

About