Changes

== Acronym ==

== Acronym==

N/A

N/A

== Alternate name(s)==

==Alternate name(s)==

N/A

N/A

== Main dependent construct(s)/factor(s)==

==Main dependent construct(s)/factor(s)==

Organizational creativity

Organizational creativity

== Main independent construct(s)/factor(s) ==

==Main independent construct(s)/factor(s)==

Individual, group and organizational characteristics   

Individual, group and organizational characteristics   

== Concise description of theory ==

==Concise description of theory==

The theory of organizational creativity was developed by Woodman, Sawyer, and Griffin (1993). They define organizational creativity as “the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system”.  According to this theory, organizational creativity provides a key to the understanding of organizational effectiveness and survival. It is a function of individual characteristics, group characteristics, and organizational characteristics. Individual characteristics consist of cognitive abilities, personality, intrinsic motivation, and knowledge. Group characteristics consist of norms, cohesiveness, size, diversity, roles, task and problem-solving approaches. Organizational characteristics consist of culture, resources, rewards, strategy, structure, and technology.  

The theory of organizational creativity was developed by Woodman, Sawyer, and Griffin (1993). They define organizational creativity as “the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system”.  According to this theory, organizational creativity provides a key to the understanding of organizational effectiveness and survival. It is a function of individual characteristics, group characteristics, and organizational characteristics. Individual characteristics consist of cognitive abilities, personality, intrinsic motivation, and knowledge. Group characteristics consist of norms, cohesiveness, size, diversity, roles, task and problem-solving approaches. Organizational characteristics consist of culture, resources, rewards, strategy, structure, and technology.  

The complex interaction between individual, group and organizational characteristics creates a context known as the “creative situation” within which individual and group creative behaviors are played out. A creative situation is, therefore, the “sum total of social and environmental (contextual) influences on creative behavior.” Creative behavior, on the other hand, is a complex person-situation interaction influenced by past as well as current events.  

The complex interaction between individual, group and organizational characteristics creates a context known as the “creative situation” within which individual and group creative behaviors are played out. A creative situation is, therefore, the “sum total of social and environmental (contextual) influences on creative behavior.” Creative behavior, on the other hand, is a complex person-situation interaction influenced by past as well as current events.  

Thus, the creative process of an organization is influenced by creative situations along with individual and group creative behaviors within an organization. This is a multilevel, interactionist model describing organizational creativity as a complex interplay of individual creativity, group creativity, and organizational creativity that has an impact on the creative process and, therefore, on the creative product. External influences such as intra organizational influences, as well as intraindividual factors,  are included in this theory.

Thus, the creative process of an organization is influenced by creative situations along with individual and group creative behaviors within an organization. This is a multilevel, interactionist model describing organizational creativity as a complex interplay of individual creativity, group creativity, and organizational creativity that has an impact on the creative process and, therefore, on the creative product. External influences such as intra organizational influences, as well as intraindividual factors,  are included in this theory.

== Diagram/schematic of theory ==

==Diagram/schematic of theory==

== Originating author(s) ==

==Originating author(s)==

Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of management review, 18(2), 293-321.

Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of management review, 18(2), 293-321.

== Seminal articles ==

==Seminal articles==

Amabile, T. M. (1988). A model of creativity and innovation in organizations. Research in organizational behavior, 10(1), 123-167.

Amabile, T. M. (1988). A model of creativity and innovation in organizations. Research in organizational behavior, 10(1), 123-167.

Sternberg, R. J. (Ed.). (1999). Handbook of creativity. Cambridge University Press.

Sternberg, R. J. (Ed.). (1999). Handbook of creativity. Cambridge University Press.

== Originating area ==

==Originating area==

psychology, sociology, organizational behavior

psychology, sociology, organizational behavior

== Level of analysis ==

==Level of analysis==

Individual, group and organizational

Individual, group and organizational

== Links to WWW sites describing theory ==

==Links to WWW sites describing theory==

https://en.wikipedia.org/wiki/Creativity#Organizational_creativity

https://en.wikipedia.org/wiki/Creativity#Organizational_creativity

== Links from this theory to other theories ==

==Links from this theory to other theories==

Explicit–Implicit Interaction (EII) theory of creativity, Honing theory,  Cattell–Horn–Carroll theory, Investment theory of creativity

Explicit–Implicit Interaction (EII) theory of creativity, Honing theory,  Cattell–Horn–Carroll theory, Investment theory of creativity

== IS articles that use the theory ==

==IS articles that use the theory==

Cooper, R. B. (2000). Information technology development creativity: A case study of attempted radical change. Mis Quarterly, 245-276.

Cooper, R. B. (2000). Information technology development creativity: A case study of attempted radical change. Mis Quarterly, 245-276.

Wierenga, B., & Van Bruggen, G. H. (1998). The dependent variable in research into the effects of creativity support systems: Quality and quantity of ideas. MIS quarterly, 81-87.   

Wierenga, B., & Van Bruggen, G. H. (1998). The dependent variable in research into the effects of creativity support systems: Quality and quantity of ideas. MIS quarterly, 81-87.   

== Contributor(s) ==

==Contributor(s)==

Christina Sanchita Shah, Doctoral Student at Indian Institute of Management, Kozhikode (IIMK) - India

Christina Sanchita Shah, Doctoral Student at Indian Institute of Management, Kozhikode, India

== Date last updated ==

==Date last updated==

22nd November 2019

22nd November 2019

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