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A PLEA FOR PROMOTION: ORGANISATIONAL PRACTICES SUPPORTING COLLECTIVE CREATIVITY

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Abstract

Even after a long period of studying creative individuals in organisations (George 2007, Shalley et al. 2004) and a growing interest in studying creative collectives (e.g. Hargadon and Bechky 2006, George 2007), there are currently few empirical studies giving insightintowhat organisational creativity are and how it is constituted, maintained and developed. While observations indicatelarge variations between organisations on their capacities for being innovative and creative, there is at present no satisfactory answer to the question of what makes an organisation creative. In this paper we try to address this question by proposing a framework that describe a typology of creative work practices for improving creativity processes in organisations. By creative practices we do not intend to limit ourselves to assess creativity in terms of outcome and subscribetoDrazin’s et al. (1999) definition of creativity as “…the process of engagement in creative acts, regardless of whether the resultant outcomes are novel, useful, or creative. ” (p. 287). The framework is based on empirical studies of five firms, each regarded a

Year: 2014
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