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A Model Of Creativity And Innovation In Organizations

Research in Organizational Behavior (Impact Factor: 2.06). 01/1988; 10:123-167.
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    • "Moreover, a good creative climate is vital in any type of organization that is interested in being innovative (Amabile, 1996; Ekvall, 1996) and can, for instance, affect both the generation (Satzinger, Garfield & Nagasundaram, 1999) and the implementation of new ideas (Zampetakis, Gruys & Dewett, 2014). Thus, the aim of the third construct in our analytical framework will be to assess the benefits of the organizational impact of the interactions among the collective involved in the ideation process (a prerequisite for making a collective contribution to strategic intent) on two dimensions: socializing ideas and enabling a creative climate. "
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    ABSTRACT: Organizing for idea generation is a recurring challenge in intensive innovation contexts. The literature on ideation has reached a compelling consensus on the features that such organizational devices must possess to support sufficient creativity: learning processes and a creative climate of confidence to promote collaboration. However, current practical methodologies struggle to simultaneously realize these two features. In this paper, we explore the potential of Serious Games, a collaborative tool that has been used since the 1960s to facilitate learning processes through the simulation of reality and a role-playing game, to induce an immersive experience and, more recently, to support the ideation process. To do so, we conducted an exploratory case study using a Serious Game to support ideation in a French medium-sized business. We then assess the strengths and areas for improvement of this Serious Game with respect to an ideation performance framework based on the existing literature. Our findings show that Serious Games are efficient tools for supporting existing knowledge exchange between participants and collaboration by providing a creative climate, but they may not sufficiently support learning of the external knowledge required to attain high levels of originality. Accordingly, we discuss some crucial parameters to be further explored to allow for the effective managerial use of such methodologies, such as the fine-tuning of the knowledge content that serves as a basis for the game.
    Creativity and Innovation Management 09/2015; 24(3). DOI:10.1111/caim.12138 · 1.02 Impact Factor
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    • "In other words, the norms, obligations, and expectations that come with high levels of density may discourage or limit new or divergent ideas, suppressing potentially new productive directions. More troublesome, however, is that high density tends to stifle creativity because there is a continual narrowing of knowledge resources as the focal scientist's direct exchange partners naturally come to think alike (Amabile, 1988; Cannella & Paetzold, 1994; Hargadon & Sutton, 1997). As the level of connections among the researcher's exchange partners becomes extensive, there is less that the researcher can learn from interactions with them. "
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    DESCRIPTION: Accepted Journal of Management Forthcoming
    • "Previous research has suggested that while generation of novel ideas is substantively explained by individual differences, implementation of the same ideas is explained more by the organizational context (Axtell et al., 2000; Madrid, 2012). In other words, the generation of ideas by individuals with creative personalities is not a guarantee of making ideas happen, because the implementation process depends on whether the context is appraised as rewarding and supporting innovation (Amabile, 1988; Anderson & West, 1998; Janssen et al., 2004; Siegel & Kaemmerer, 1978; West, 2002). As such, for example, there is support for an association between realization of novel ideas and organization fairness, namely, the extent to which employees perceive and believe that effort and high performance is rewarded properly by the organization (Janssen, 2001; Young, 2012). "
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    ABSTRACT: This study examines how cognitive personality traits and organizational context interacts to predict creativity at work. Drawing on a trait interaction model, we propose novel idea generation as resulting from the interaction between openness to experience and need for cognition, because the first facilitates expressive intellect, while the second leads to controlled intellect. Furthermore, we propose novel idea implementation as a joint function between openness to experience, need for cognition and organizational fairness. This three-way interaction relies on social-exchange and trait activation theories, highlighting that the translation of novel thoughts into implementation depends on contextual activation of individual dispositions. This was supported in a survey study based on a sample of 220 full time employees from diverse organizations. These findings expand theory on personality and creativity, informing work psychologists about how to identify employees with creative potential and how to manage the workplace to foster this potential.
    Learning and Individual Differences 08/2015; DOI:10.1016/j.lindif.2015.07.010 · 1.58 Impact Factor
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