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For most organizations change is inevitable. Organizational cultural issues are becoming increasingly important and a source of a strategic competitive advantage. Organizational changes usually promote and intensify competitiveness, as they require dramatic changes in strategy, technology, working systems and management style, among others. These changes require an in-depth analysis of values, beliefs and behaviour patterns that guide day-to-day organizational performance.
Creativity and innovation have a role to play in this change process. The topic of organizational culture often presents two contradictory images. The first is of culture as “the glue that holds the organization together”, and the second regards it as a central part of the change process (Denison,, p.). According to Read (, p.) post-industrial organizations of today are knowledge-based organizations and their success depends on creativity, innovation, discovery and inventiveness. The importance of creativity and innovation is emphasized as follows by Zaltman et al. (in West & Farr,, pp.3-4): “The importance of new ideas cannot be overstated. Ideas and their manifestations as practices and products are the core of social change.” In the midst of change, organizations and leaders are trying to create an institutional framework in which creativity and innovation are accepted as basic cultural norms.
It has become clear that “the unwritten rules of the game” (the norms of behaviour) and shared values influence morale, performance and the application of creativity and innovation in many different ways. Deal and Kennedy (, p.) stated that openness and trust in the change process influence whether and how change occurs. Senge, Kleiner, Roberts, Ross, Roth and Smith (, p.) support this statement by pointing out that openness (developing a genuine spirit of inquiry and trust) often plays a critical role in profound change processes. Furthermore compelling new ideas help people think and act in new ways. In this respect there is a definite need to understand how organizational culture should be dealt with in order to promote creativity and innovation as part of constant change. This need was already identified by Schuster (, X) in. Authors like Johnson (, pp.9,), Judge, Fryxell and Dooley (, p.), Pienaar (, pp.3-), Shaughnessy (, p.5), Tesluk, Faar and Klein (, p.) and Tuskman and O’Reilly (, p.) .
All agree that organizational culture is a contributing factor to the degree to which creative and innovative behaviour is found among employees in an organization. Michela and Burke () argue that quality and innovation in organisations are inextricably intertwined with organizational culture. There seems to be little agreement in the literature as to what type of organizational culture will promote creativity and innovation (Judge et al.,, p.). There also seems to be a paradox: Organizational culture can promote the creativity and innovation that are necessary to be competitive and successful, but, on the other hand, it can also be an obstacle to creative and innovative behaviour (Glor, p., Tushman & O’Reilly, pp.,).
The question is: What type of organizational culture will support creativity and innovation in an organization?
Several researchers (Ahmed, Filipczak, Judge et al.,, Nÿstrom, O’Reilly, Pinchot & Pinchot, Tesluk et al.,) have worked on identifying values, norms and assumptions involved in promoting and implementing creativity and innovation. Very few empirical studies, especially quantitative research, appear to have been carried out to support the research findings, but several values, norms and beliefs have been identified by researchers like Judge et al. (), Nÿstrom () and O’Reilly () in their empirical research. The purpose of the research presented is to identify, operationalise, measure and describe the determinants of organizational culture that might influence creativity and innovation. In order to synthesize the cultural values and norms that influence creativity and innovation, as found in the literature, the integrated, interactive model shown in figure1 was created (Martins,).
This model is based on the work of Martins (,) which describes organizational culture and the importance of leadership in creating an ideal organizational culture that influences organizational behaviour.
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This articleintends to make a contribution to the clarificationof the concepts of creativity and innovation using a multilevel approach of individual, group and organization, in order to show that these may be better integrated within collaborative organizations. Trying to maintain the principle of the primacy of the individual (creativity) over the business (innovation), we stressed the cognitive and emotional processes (when speaking of creativity) and power and communication (when it comes to innovation). Following on a description of group processes that try to combine creativity and innovation, we address the measurement of innovation, concluding with the need to avoid classifying an organization as innovative or non-innovative. The latter judgment should be left to the market itself. At the organizational level,we gave primacy to the concept of "organizational innovation", as it is within this framework that the best fusion between creativity and innovation may be achieved. Finally, we address collaboration in business as connecting people, ideas, and resources that would not normally interact with each other. These decentralized organizations operate in such a way that makes it possible to abolish or, at least mitigate, the role of power. We believe that this will ultimately define the future of successful organizations.
yes ofcourse because some co. or boss not make a space for staff to plan and think
