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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    • "That is, even though matching job resources are supplied, and health care employees are aware of their availability, effective resource utilization will depend on matching occupational rewards. This is in line with theoretical perspectives on creativity at work (e.g., Amabile, 1988; Woodman et al., 1993), in which creativity is considered to be a function of several categories of work characteristics, including resources and rewards. In addition to the DISC Model's matching hypothesis, we predict that the Proposed demands Resources interaction is more likely to occur in work contexts with matching occupational rewards. "
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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
    • "innovation and effectiveness (Amabile, 1988; DiLiello, Houghton & Dawley, 2011). In this sense, we argue that a team work environment , where members have a similar understanding regarding relevant team and task aspects of their work, fosters team members' creativity. "
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    ABSTRACT: In competitive and dynamic contexts team members need to be creative to ensure that teams achieve high levels of performance and feel satisfied with their work. At the same time, team members need to have a shared understanding regarding relevant aspects related to task accomplishment and team interaction. In this study we investigate the mediating mechanisms of intra-group conflict and creativity in the relationship between shared mental models and team effectiveness (team performance and satisfaction). We tested our model in a sample of 161 teams (735 individuals) performing in a management simulation. We collected data at three time points. Our results suggest that high shared mental models are related to low levels of intra-group conflict, foster creativity, and in turn improve team performance and satisfaction. These findings contribute to a scarce thematic – the relationship between shared mental models and creativity – emphasizing the importance of a shared understanding for creativity and team effectiveness.
    Creativity and Innovation Management 09/2015; DOI:10.1111/caim.12129 · 1.02 Impact Factor
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