How knowledge collecting fosters organizational creativity

Abstract

Structured Abstract:\ud \ud Purpose \ud Based on the interactionist perspective proposed by Woodman, Sawyer, and Griffin (1993), this paper conceives organizational creativity as a complex concept whose investigation requires the understanding of the process, the product, the person, and the situation. Accordingly, this work attempts to enrich the understanding of how organizational creativity can be fostered by offering a framework which combines (inter-)individual-level learning (collecting knowledge from others), information sharing (through ICT infrastructures), and contextual factors (perceived top management support). \ud \ud Design/Methodology/Approach\ud The empirical analysis draws on a sample of 362 employees from five subsidiaries of multinational corporations. The analysis is based on multivariate regression models considering Organizational Creativity as dependent variable.\ud \ud Findings\ud The paper shows that individuals’ orientation toward learning from others significantly enhance organizational creativity. However, heavy ICT use negatively moderates the relationship between knowledge collecting and organizational creativity, while top management support does not show a significant moderating effect on the association between knowledge collecting and organizational creativity.\ud \ud Research limitations/implications\ud Although based on a geographically-bounded perimeter, the analysis allows some generalizations. \ud \ud Originality/Value\ud Based on these results, the paper contributes to the literature on organizational creativity by confirming the importance of providing a holistic view of the phenomenon, consistent with its inherent complexity. In so doing, it suggests organizations and their managers should simultaneously pay attention to individual and contextual factors when plannin

Relationship between Organizational Improvisation and Organizational Creativity under Multiple Regression Analysis

“…When the new organizational structure is verifi ed to be benefi cial to the organization, the organization needs to store this knowledge and transform it into the organization's path and ability; fi nally, in order to avoid the organization's "path locking" into the "capability trap" organizations need to update their knowledge base from time to time to break path dependence (Rozkwitalska, 2017). Therefore, we deconstructed organizational creativity into four processes: opportunity recognition ability, integration ability, knowledge storage and transformation ability, and breaking path dependence ability (Giustiniano, Lombardi, & Cavaliere, 2016;Friedman & Carmeli, 2018). It also believes that organizational improvisation and experience learning provide the possibility for organizations to cultivate organizational creativity.…”

“…However, there are shortcomings in the existing research. On the one hand, the scholars who organize the research genre ignore the knowledge creation as the attribute of organizational ability, and lack attention to the infl uencing factors of organizational creativity construction (Giustiniano, Lombardi, & Cavaliere, 2016;Belschak, Den Hartog, & Kalshoven, 2015). On the other hand, scholars of the existing organization improvisation pay more attention to the connotation and process of improvisation, and whether the organization improvisation is useful in the organizational context and whether it has discussed further.…”

“…On the other hand, scholars of the existing organization improvisation pay more attention to the connotation and process of improvisation, and whether the organization improvisation is useful in the organizational context and whether it has discussed further. First, in view of how organizational improvisation promotes organizational creativity, this paper defi nes organizational creativity as an organizational capability for enterprises to integrate and exchange information to generate new knowledge according to organizational creation theory, and considers that it is crucial for the development of new products (Giustiniano, Lombardi, & Cavaliere, 2016). The capacity building literature emphasizes the importance of learning to the impact of competence, especially in the fi eld of innovation, and the knowledge generated by organizational learning and learning is an important cause of organizational innovation (Darroch & Mcnaughton;2002;Caniels, & Rietzschel, 2015).…”

“…It can be seen that organizational improvisation can eff ectively enhance organizational creativity, and the importance of such learning is increasingly prominent in modern and complex environments. Secondly, the core issue of promoting organizational creativity in the context of organizational improvisation, as emphasized by the theory of organizational creativity (Giustiniano, Lombardi, & Cavaliere, 2016;Thurlings, Evers, & Vermeulen, 2015;Troilo, De Luca, & Atuahene-Gima, 2014), fostering organizational creativity requires the protection of context and organizational context. In terms of learning situations, according to the path dependence perspective, scholars believe that ability emerges from a series of path-dependent learning experiences, that is, organizations invest resources strategically, take learning actions and develop organizational-specifi c paths and capabilities (Valaei, Rezaei, & Ismail, 2017;Yang & Zhu, 2016).…”

Organizational Climate and Knowledge Sharing towards Employees’ Innovative Behavior in Design Industry

“…This process has been considered as a commitment towards organizational innovation and creativity (Cavaliere & Lombardi, 2015;Lilleoere & Hansen, 2011). Giustiniano et al (2016) investigated the way individuals gain knowledge and learn from others and found that knowledge sharing is critical in fostering individual creativity. Thus it could be said that innovation is strongly dependent upon the process by which individuals acquire new knowledge.…”