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Enablers and barriers of managing employee creativity and innovation on three different levels (authors' own development)
Source publication
The economic situation in Zimbabwe is worsening rapidly. Proper managing of employee creativity and innovation gives organisations a competitive edge. This study explored the managing of employee creativity and innovation in two manufacturing companies in Zimbabwe. An exploratory research design and a qualitative research method were utilised. Face...
Contexts in source publication
Context 2
... visual presentation is done so that managers can see on which levels employee creativity and innovation can be managed holistically. Figure 1 illustrates these three levels. In Figure 1, sense of belonging, engagement training, teamwork, collaboration, benchmarking and rewards were categorised as enablers of managing employee creativity and innovation. ...
Context 3
... 1 illustrates these three levels. In Figure 1, sense of belonging, engagement training, teamwork, collaboration, benchmarking and rewards were categorised as enablers of managing employee creativity and innovation. Fear, punishment, limited technology, lack of funding, lack of research and development, and bureaucracy were categorised as barriers of managing employee creativity and innovation. ...
Context 4
... Figure 1, it is clear that management should focus on three different levels (personal, operational and organisational) to properly manage employee creativity and innovation. Previous studies about managing employee creativity and innovation from management's point of view pertaining to these three levels in Zimbabwean companies, could not be found. ...
Context 5
... studies about managing employee creativity and innovation from management's point of view pertaining to these three levels in Zimbabwean companies, could not be found. Figure 1, therefore, contributes to the body of knowledge within the field of managing employee creativity and innovation. ...
