Linking Individual Creativity to Organizational Innovation

We draw on 146 employee‐co‐worker‐supervisor triads from 146 organizations to examine the role of individual perspective‐taking and team creative environment in the association between individual creativity and organizational innovation. Adopting an interactionist perspective, we find that the link between individual creativity and organizational innovation is most clearly strengthened when individual perspective‐taking and team creative environment are both high. Neither individual perspective‐taking nor team creative environment alone moderated the relationship between creativity and innovation.     

Defining Creativity with Discovery

The standard definition of creativity has enabled significant empirical and theoretical advances, yet contains philosophical conundrums concerning the nature of novelty and the role of recognition and values. This work offers an act of conceptual valeting that addresses these issues. In doing so, creativity definitions are extended through the use of discovery. Drawing on dispositional realist philosophy, we outline why adding the discovery and bringing into being of new possibilities to the definition of creativity can aid theoretical understanding and empirical investigation. Having outlined the case for defining creativity with discovery, three distinct types of discovery of possibility, within four domains of creative action, and two types of bringing into being are examined for their theoretical and empirical value. This article concludes with a reflection on future research into the identification and development of creative potential.     

Organizational Creativity and Innovation in Relation to Psychological Well-Being and Organizational Factors

The two objectives of the research reported in this article were to investigate the relationship between organizational creativity and innovation and psychological well-being of employees, as well as the relationship between organizational factors and organizational creativity and innovation. Ninety-five employees working in a high-tech field of industry participated in the study. The relationships were tested in a LISREL model and the result showed a significant relationship between perceived organizational creativity and innovation and individual psychological well-being. Of the organizational factors included in the model, organizational climate and work resources were found to be significantly related to perceived creativity and innovation in the organization. Taken together, the results suggest that enhancing the conditions for creativity and innovation is beneficial for the individual in terms of better psychological well-being.     

Organizational Conflict and Individual Creativity

A theory of the interaction of perceptions of conflict and dispositional tendencies on individual creativity is presented and tested. It is argued that there are two broad classes of people: those who are primarily socially oriented and those who are primarily instrumentally oriented. Further, on tasks that match their orientation, individuals are proposed to generally adhere to patterns and strategies that experience has taught them are most likely to work. This should mitigate against creativity. On tasks outside of their area of specialization, however, individuals are typically expected to be more random in their thinking, which should promote creativity. Perceived conflict is argued to lead to a reversal of this pattern, however. That is, perceptions of conflict were expected to promote creativity on tasks within, and reduce it on tasks outside of, individuals area of primary interest. These ideas were tested in two studies, one with university employees and one with minority students. The results of both studies generally supported the theory.     

Electronic Creativity Techniques for Organizational Innovation

Innovation is the key to survival. Domestic and international competitions, changing government regulations, and rapidly evolving global market conditions demand constant and visionary innovation. The aim of this paper is to explore ways of using advance electronic and communication technology to improve innovation in organizations. This paper proposes that two group creativity techniques, PMI and synectics, should be implemented electronically in Group Support Systems to complement electronic brainstorming and support group idea generation. Not only are these two group creativity techniques well-developed and popular in the industry, their electronic counterparts have the added capability of transcending space and time constraints. A comparison of electronic brainstorming, PMI, synectics, and their verbal counterparts is discussed in the paper.     

The Influence of Openness to Experience and Organizational Justice on Creativity

Creative performance is a desired organizational outcome that can be influenced by individual differences and contextual factors. An empirical investigation was conducted to study perceptions of organizational justice, an important situational variable, and its influence on individual creative performance. Literature suggests that organizations look to hire individuals who have individual differences that make them more inclined to produce creative outputs; thus, this investigation also sought to determine how openness to experience, a construct known to have a positive relationship with creative performance, might interact with justice perceptions. This investigation uncovered a main effect relationship between procedural justice and creativity, as well as provided evidence that openness to experience moderates the relationship between distributive justice and creativity.     

Intrinsic Motivation,Organizational Justice,and Creativity

For employees to generate creative ideas that are not only original, but also useful to their company, they must interact with their workplace environment to determine organizational needs. Therefore, it is important to consider aspects of the individual as well as their environment when studying creativity. Intrinsic motivation, a predictor of individual level creativity, is associated with feelings of enjoyment and interest in the task at hand. To the extent that tasks are nested in an environment, intrinsically motivated individuals may perceive their environment more favorably than individuals who are not interested in the task. Specifically, such individuals may view the rewards (i.e., distributive justice), decision-making procedures (i.e., procedural justice), and their interpersonal treatment (i.e., interpersonal justice) in their work environment as more fair, due to the positive affect associated with intrinsic motivation. This study examines the relationships between intrinsic motivation, perceptions of organizational fairness, and creativity. Participants (n = 133) worked on a task in a laboratory setting and completed measures of intrinsic motivation and organizational justice. Findings were supportive that intrinsically motivated participants viewed their environment as fairer than participants that were uninterested in the task. Consequently, distributive and interpersonal justice were shown to significantly mediate the relationship between intrinsic motivation and creativity. Implications for theory and practice are discussed.     

Hemisphere Specialization as an Aid in Early Infancy

In order that different directions of attention can be organized, they have to be labeled and assessed. A statement of a general problem can be regarded as a label for a general direction of attention. Hope about it, as the perceived probability of sufficient success, on the basis of work done, can be regarded as an assessment. It can be argued that a young infant meets an impasse arising from the work on 2 incompatible general problems, (1) that of raising hope of certainty about the environment (linked to the arousal system because repeated stimulation has less effect), and (2) that of raising hope of producing effects (linked to the activation system because here some effect must be produced before activity can cease). A certainty–right hypothesis, that the right hemisphere deals with the certainty problem and the left deals with the producing-effects problem, and hence keeps work on the two problems apart in early infancy while the corpus callosum is undeveloped, and that a matching specialization continues in later life, is supported.     

Influences of Organizational Culture and Climate on Individual Creativity

This paper provides a framework for conceptualizing and reviewing the literature on the influences of organizational culture and climate on individual creativity. Although often treated interchangeably, culture and climate are distinct constructs operating at different levels of meaning; yet at the same time, they are closely interrelated. Culture is the beliefs and values held by management and communicated to employees through norms, stories, socialization processes, and observations of managerial responses to critical events. The beliefs and values that typify a culture for creativity become manifested in organizational structures, practices, and policies. In turn, these structures, practices, and policies guide and shape individual creativity by creating a climate that communicates both the organization's goals regarding creativity and the means to achieve those goals. The paper concludes with a discussion of issues relating to the development of cultures and climates for creativity and potential new directions for future research.     

Personal and Organizational Responses to Work-Nonwork Interface as Related to Organizational Commitment

This research examined how the response of employees and organizations to the mutual influences between work and other domains was related to 2 forms of organizational commitment (OC): commitment to the local unit and commitment to the head office. All 720 employees of a school district in Western Canada were surveyed by mail questionnaires. Three hundred usable questionnaires were returned, a response rate of 42%. The findings showed that nonwork domain variables affected OC. Positive nonwork-to-work spillover and organizational responses to nonwork, namely separation and respect, were related to commitment to the head office and individual coping strategies were related to commitment to the local unit. The paper concludes with conceptual implications regarding research on OC.     

Organizational Development Interventions for Enhancing Creativity in the Workplace

In an era of rapidly accelerating change, many organizations which developed during a more stable era that demanded bureaucratic efficiency find themselves in a crisis of adaptability and commitment. Effective organizations are those which can mainstream both adaptability and efficiency and strike an appropriate balance between the two. This paper evaluates traditional organizational development (OD) approaches to this problem, then presents a new approach to OD based on organizational creativity. Organizational creativity is defined as a deliberate and continuous change-making process of problem generation and formulation, problem solving, and solution implementation, and as synonymous with adaptability and innovation. Unlike traditional OD approaches that lack a strategic perspective and that rely on single interventions, OD should be employed as an innovation process requiring thinking skills in change-making and incorporating interventions as tools. Under the new approach, organizations can learn to mainstream adaptability by doing two things: encouraging employees to master new thinking skills which increases their creativity, motivation, and commitment; and creating an infrastructure that ensures that these skills will be used regularly. Research is reviewed supporting the new approach, and future research directions are suggested.     

Reactions to Receiving Aid as a Function of Cost to Donor and Opportunity to Aid1

Drawing on equity theory, two possibilities that might reduce resentment of the donor following the receipt of aid which cannot be repaid were investigated: (a) the cost to the donor is minimized, and (b) the recipient has an opportunity to aid a third party. The results provide evidence that the recipient will like the donor less and be less willing to request future aid when he cannot repay the aid than when he can. Weak support was received by the hypothesis that the tendency to like the donor less when the aid cannot be repaid will be stronger, the greater the perceived cost. Support was found for the hypothesis that the decreased willingness to request future aid when the aid cannot be repaid will be stronger, the greater the perceived cost. Support was found for the hypotheses that the recipient will like the donor more and be more willing to request future aid when he has an opportunity to aid a third party than when he cannot aid anyone.     

For all we Know: Clinical Creativity as a Dialectic Between Knowledge and Unknownness

Musical thought is an essential instrument for grasping the most secret stirrings of the human heart. Contemporary psychoanalysis has been exploring implicit communication for some time now; I believe that the way in which music communicates is remarkably connected with these matters issues. I speak of musical thought to indicate the ways in which music thinks. In this article I offer a contribution in which I could dare to use musical thought as an essential element of the clinical relationship between my patient Ernesto and me.     

Discovery as a means to understanding

Two experiments were conducted to determine whether the discovery of a conditional rule from its instances facilitated a test of its truth from partially concealed information, compared with a situation in which the rule was presented directly. In the first experiment the subjects who discovered the rule expressed it in their own words. The results showed that they tested it significantly better than a control group who were presented with the rule, as expressed by the subjects in the experimental group. In the second experiment the subjects in the experimental group were compelled to express the rule in the form of a conditional sentence. The results showed again that they performed significantly better than those in a corresponding control group.