Studying Organizational Creativity as Process: Fluidity or Duality?

Fortwengel, Johann; Schüßler, Elke; Sydow, Jörg

doi:10.1111/caim.12187

Cited by 72 publications

(57 citation statements)

References 70 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Answers to these questions could greatly benefit the development of relevant creativity training for professionals working in organizations. Relevant and effective creativity training would add to tools already available to organizations for sustaining or enhancing overall organizational creativity (Fortwengel et al, ; Woodman et al, ) and subsequent innovation (Amabile, , ; Litchfield, Ford, & Gentry, ).…”

Section: Resultsmentioning

confidence: 99%

“…Their main conclusions were that creativity training does work, but continue by questioning how creativity training works. Some conclusions were drawn in that regard-for example, that out of the four common approaches to creativity training (Bull et al, 1995) for sustaining or enhancing overall organizational creativity (Fortwengel et al, 2017;Woodman et al, 1993) and subsequent innovation (Amabile, 1996b(Amabile, , 1988Litchfield, Ford, & Gentry, 2015).…”

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

Studying creativity training programs: A methodological analysis

Valgeirsdóttir

Onarheim

2017

Creat Innov Manage

View full text Add to dashboard Cite

Throughout decades of creativity research, a range of creativity training programs have been developed, tested, and analyzed. In 2004 Scott and colleagues published a meta‐analysis of all creativity training programs to date, and the review presented here sat out to identify and analyze studies published since the seminal 2004 review. Focusing on quantitative studies of creativity training programs for adults, our systematic review resulted in 22 publications. All studies were analyzed, but comparing the reported effectiveness of training across studies proved difficult due to methodological inconsistencies, variations in reporting of results as well as types of measures used. Thus a consensus for future studies is called for to answer the question: Which elements make one creativity training program more effective than another? This is a question of equal relevance to academia and industry, as creativity training is a tool that can contribute to enhancement of organizational creativity and subsequently innovation. However, to answer the question, future studies of creativity training programs need to be carefully designed to contribute to a more transparent landscape. Thus this paper proposes a methodological research standard consisting of three criteria, to which researchers can look when designing future studies of the effectiveness of creativity training.

show abstract

Section: Resultsmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Studying creativity training programs: A methodological analysis

Valgeirsdóttir

Onarheim

2017

Creat Innov Manage

View full text Add to dashboard Cite

show abstract

“…The dominant points in these debates are: (a) the idea that innovation is a collective process (e.g. Fortwengel, Schüßler, & Sydow, ), (b) the increasing consideration of users in innovation processes (e.g. von Hippel, ), and (c) the importance to access heterogeneous knowledge sources in order to stay creative and innovative.…”

Section: Introductionmentioning

confidence: 99%

Open creative labs: Spatial settings at the intersection of communities and organizations

Schmidt

Brinks

2017

Creat Innov Manage

View full text Add to dashboard Cite

This paper explores the relation between the notion of “communities” and the emergence of new spatial settings for innovation and creativity that we subsume under the term ‘open creative labs’. The paper starts by observing the omnipresence of the term community in both, self‐descriptions of coworking spaces, fab labs, etc., and first scientific publications on these spatial phenomena. However, attempts to conceptualize the relation between communities and these new spatial settings are still rare. This paper assumes that this gap can be addressed by adding the relation between organizations and communities to the conceptual debate. Therefore, this paper first presents a brief literature review on different forms of community–organization relations. Here, communities are regarded as entities that may exist within organizations, as alternative structures to organizations, as substitutes for organizations or as intermediaries between individuals and organizations. Second, we take a fresh look at an empirical data set on open creative labs in Berlin. We present a taxonomy of four lab types (experimentation labs, working labs, open innovation labs, and investor‐driven labs) and explore differences in terms of their community orientation and objectives. Thus, this paper sets out to contribute to conceptualizing the relation of communities and space.

show abstract

“…Recent studies have described creativity as a paradox that requires new practices and actions as well as stability, norms and routines (Fortwengel et al, ; Goncalo, Chatman, Duguid, & Kennedy, ). We shed new light on one paradox that involves balancing novelty and conformity.…”

Section: Resultsmentioning

confidence: 99%

Creativity within boundaries: Social identity and the development of new ideas in franchise systems

et al. 2018

View full text Add to dashboard Cite

The aim of this paper is to analyse one paradox of creativity that involves balancing novelty and conformity. Using a social identity perspective, we differentiate between organizational and expertise identities to understand how different types of identities impact the creative process in terms of novelty generation as well as conformity in the context of franchising. Franchise systems are a specific organizational context in which tensions between different identities may arise and ideas are selected by multiple audiences. Furthermore, because franchising is based on standardization, franchisors need to find a balance between maintaining the uniformity of the system through conformity and enhancing new idea deployment in the network for the purpose of adaptation. We conduct a comparative case study analysis of 17 franchise systems based on 20 narrations. The findings from our qualitative empirical study show that identification plays a major role in the creative process. Social control, which may be exerted by manipulating the group identity, is an efficient lever to increase both the diffusion of an idea and its variation from existing standards, which leads to important managerial implications. Networks of individuals can promote both idea generation and a uniform diffusion of those ideas by enhancing organizational identity with a strong entrepreneurship orientation or expertise identity based on occupation‐specific knowledge acquired through experience.

show abstract

Studying Organizational Creativity as Process: Fluidity or Duality?

Cited by 72 publications

References 70 publications

Studying creativity training programs: A methodological analysis

Studying creativity training programs: A methodological analysis

Open creative labs: Spatial settings at the intersection of communities and organizations

Creativity within boundaries: Social identity and the development of new ideas in franchise systems

Contact Info

Product

Resources

About