Sparkling Fountains or Stagnant Ponds: An Integrative Model of Creativity and Innovation Implementation in Work Groups

Abstract

Cet article présente une synthèse des recherches et théories qui éclairent notre compréhension de la créativité et de la mise en œuvre de l’innovation dans les groupes de travail. Il semble que la créativité apparaisse essentiellement au cours des premières étapes du processus, avant la mise en œuvre. On étudie l’influence des caractéristiques de la tâche, des capacités et de l’éventail des connaissances du groupe, des demandes externes, des mécanismes d’intégration et de cohérence de groupe. La perception d’une menace, l’incertitude ou de fortes exigences entravent la créativité, mais favorisent l’innovation. La diversité des connaissances et des capacités est un bon prédicteur de l’innovation, mais l’intégration du groupe et les compétences sont indispensables pour récolter les fruits de la diversité. On examine aussi les implications théoriques et pratiques de ces considérations. In this article I synthesise research and theory that advance our understanding of creativity and innovation implementation in groups at work. It is suggested that creativity occurs primarily at the early stages of innovation processes with innovation implementation later. The influences of task characteristics, group knowledge diversity and skill, external demands, integrating group processes and intragroup safety are explored. Creativity, it is proposed, is hindered whereas perceived threat, uncertainty or other high levels of demands aid the implementation of innovation. Diversity of knowledge and skills is a powerful predictor of innovation, but integrating group processes and competencies are needed to enable the fruits of this diversity to be harvested. The implications for theory and practice are also explored.

Team conflict management and team effectiveness: the effects of task interdependence and team identification

“…Our model of team conflict management deviates from these models in that it also considers the moderating effect of team identity. Nevertheless, in keeping with input-process-output models, we suggest that task interdependence ''sets the stage'' for constructive team conflict management, thus enabling team members to resolve conflicts effectively in order to maximize their performance (West, 2002). Consequently, we propose the following hypothesis:…”

Keep the fire burning: Reciprocal gains of basic need satisfaction, intrinsic motivation and innovative work behaviour

“…Intrinsically motivated individuals are found to be more creative because such motivation increases their tendency to be curious, cognitively flexible and risk taking (Deci & Ryan, 1985;Grant & Berry, 2011;Rego, Sousa, Marques, & Cunha, 2012b;Zhou, 2003), all of which should facilitate the development of creative ideas. As research on IWB has been developed from the creativity literature, it has also adopted the influential intrinsic motivation perspective (Frese, Teng, & Wijnen, 1999;West, 1987West, , 2002. However, several scholars have called attention to the fact that employee innovation is not a straightforward linear process with motivational antecedents directly affecting IWB.…”

Cooking under Fire: Managing Multilevel Tensions between Creativity and Innovation in Haute Cuisine

“…Research on organizational creativity has established that creativity and innovation are two distinct concepts and parts of the same process (West 2002, Amabile 1996. Creativity, the first stage of the innovation process, is generally conceptualized as the development of novel ideas, the "thinking about new things" (West 2002: 357).…”

“…Creativity, the first stage of the innovation process, is generally conceptualized as the development of novel ideas, the "thinking about new things" (West 2002: 357). The implementation of creative ideas is the second part of the process, the stage during which novel ideas become products and services (West 2002, West andFarr 1990). Implicit in this conceptualization is that successful innovation is not reducible to the production of novel ideas, but that it requires the implementation of those ideas so that they may be deemed valuable by organizational stakeholders.…”