Toward a Theory of Organizational Creativity

Woodman, Richard W.; Sawyer, John E.; Griffin, Ricky W.

doi:10.2307/258761

Cited by 1,260 publications

(344 citation statements)

References 0 publications

Supporting

Mentioning

323

Contrasting

Unclassified

Order By: Relevance

“…8, No. 6; attention mainly on the effect of intrinsic motivation on creativity (Woodman et al, 1993;Oliver & Anderson, 1994;Amabile et al, 1996;Zhou, 2003;Rice, 2006), ignoring the possible effect of contingent reward as an extrinsic motivation. On the contrary, there are also discussions about the possible extrinsic motivation and creativity relationship (Fairbank & Williams, 2001, Van Dijk & Van den Ende, 2002 as cited in Baer et al, 2003).…”

Section: Resultsmentioning

confidence: 99%

Universal Values, Creative Behavior and Leadership: Turkish Case

Kurt

Yahyagil

2015

IBR

View full text Add to dashboard Cite

Organizational creativity has become one of the major research areas in the field of organizational behavior during the last two decades. This paper aims to provide a better understanding of the association between universal individual values and employee creative behavior and explores the mediating effect of leadership on the relationship between individual values and employee creative behavior. The research sample was chosen from service sector employees owing to the fact that the role of leadership and motivation for creativity is especially important in knowledge intensive, complex and uncertain environments. Survey method was used to examine the perceptions of the respondents about individual values and leadership style, and their impact on self-perceived creative behavior. Hierarchical regression and Sobel Test were applied to examine the mediating effect of leadership on individual values and employee creative behavior relationship. The results show that the individual value dimensions of self direction, achievement, and universalism explain the majority of variance in employee creative behavior. The findings of both the hierarchical multiple regression analysis and the Sobel test support the partial mediating effect of leadership on individual values and employee creative behavior relationship. The originality of the paper is related to the attempt for understanding the mediating effect of leadership on individual values and creativity relationship which has been under-researched in the literature. Furthermore, the study intends to contribute to a new and important research agenda through the examination of the relationship between universal basic values and employee creative behavior in a sample of Turkish employees.

show abstract

Section: Resultsmentioning

confidence: 99%

Universal Values, Creative Behavior and Leadership: Turkish Case

Kurt

Yahyagil

2015

IBR

View full text Add to dashboard Cite

show abstract

“…In line with that and using previous research that identified an interactionist construction of organizational creativity (e.g., Amabile, 1983;Amabile & Gryskiewicz, 1989;Woodman et al, 1993), Amabile et al (1996) developed the "Keys to Creativity and Innovation" to examine the creativity of individuals and groups within the workplace which is considered as the first and most highly respected assessment tool used to examine the organizational climate for creativity (Amabile et al, 1999). According to Culpepper (2010, p. 8), "the central theoretical concern in the construction of KEYS was a desire to measure the influence of work environment on organizational creativity, in other words, the influence of extrinsics".…”

Section: Contemporary Management Research 94mentioning

confidence: 80%

Fostering Creativity in Creative Environments: An Empirical Study of Saudi Architectural Firms

ElMelegy

Mohiuddin²,

Boronico

et al. 2016

CMR

View full text Add to dashboard Cite

Architecture, by its very nature is about creativity, not only in design but in all its forms, and therefore it is safe to assert that creativity and innovation are at the root of architectural design practices. This empirical research examines the factors that affect organizational creativity in architectural firms in Saudi Arabia in the context of Amabile's componential theory. The research sample consisted of 210 professionals from five architectural firms operating in the Kingdom of Saudi Arabia. Structural equation modeling was used to test the research hypotheses. The research findings suggest that management practices, which permit autonomy, risk-taking, rewards for creativity and innovation, have the greatest impact on organizational creativity, briefly defined as the creation of a valuable new product. Furthermore, it can be surmised that other elements of Amabile's componential theory including lack of organizational impediments, sufficient resources, realistic workload pressure, freedom, challenging work, management encouragement, and work group support have a significant impact on organizational creativity. The study also indicated that organizational encouragement Contemporary Management Research 90 has no significant causal connection with organizational motivation and therefore organizational creativity. The results extend the knowledge and understanding of the factors that affect creativity in exclusively creative environments. In addition, the implications for managerial practices and executive decision-making are explored.

show abstract

“…'Prometheus Unbound' by Percy Bysshe Shelley (1820) According to leading theories of organisational creativity, intra-individual and environmental factors combine to influence the individual cognitive process through which novel and useful ideas are produced (Amabile, 1983;Woodman, Sawyer, & Griffin, 1993). Yet, these theories are increasingly challenged by scholars dissatisfied with the presumption that the individual and the social are two separate units that may interact without losing their distinctiveness (Bradbury & Lichtenstein, 2000;Fletcher, 2006;Hjorth, 2012;Strati, 1999).…”

Section: He Will Watch From Dawn To Gloom the Lake-reflected Sun Illumentioning

confidence: 99%

Imagination and Creativity in Organizations

Thompson¹

2017

Organization Studies

View full text Add to dashboard Cite

Scholars adopting a relational ontology of organisational creativity have shifted attention away from a preoccupation with individual minds towards that which is enacted, emergent, shared, unpredictable and contingent. This article follows suit, yet breaks new ground by reconsidering how the mind plays an active role in unfolding creative interactions by building a bridge between literature on organisational creativity, aesthetics and philosophy of imagination. I draw on English Romanticism to craft a theoretical model of organisational creativity as an aesthetic and relational process of shared imagining. This model demonstrates how organisational members use primary and secondary modes of imagination and creative expression to develop, materialise and share perceptions and images of possible futures. By elaborating on their interplay, this article contributes to literature by theorising an active and generative role of mind that does not have the ontological shortcomings of leading theories. In turn, this has a number of implications for literature on entrepreneurship and organisational creativity in terms of situating and embodying creative thinking, explaining the intentionality and motivation for creative actions, overcoming perceptual differences and changing practices and routines.

show abstract

Toward a Theory of Organizational Creativity

Cited by 1,260 publications

References 0 publications

Universal Values, Creative Behavior and Leadership: Turkish Case

Universal Values, Creative Behavior and Leadership: Turkish Case

Fostering Creativity in Creative Environments: An Empirical Study of Saudi Architectural Firms

Imagination and Creativity in Organizations

Contact Info

Product

Resources

About