Original Research - Special Collection > Understanding Creativity:

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Background

Creativity- the generation of novel and useful ideas and their implementation is long recognized as a driving force for the survival and existence of organizations. Creativity is considered to be the point of departure for innovation to take place. Because of the significant need, the focus of the researchers predominantly remained on understanding and investigating the factors that affect the generation of creative ideas at work with the expectation that these ideas will be implemented ultimately. Yet creativity research rests on the largely untested assumption that employees’ creativity can enhance organizational innovation and culture. Therefore, management researchers and practitioners alike are constantly lamenting the slow pace of organizational innovation and suggesting more research on the topic.

Goal

Employees working in any of the functional areas have the potential to be creative at work. Surprisingly, the slow pace of innovation may stem from the fact that employees’ creativity often is not welcomed by the organizational context and does not receive a positive response from influential others. Organizations fail to capitalize on the creative output of their employees when the creative ideas of their employees are not identified or not appreciated for their true value. Thereby investigating how people receive creativity and developing an understanding of what happens to the employees’ creative ideas in the innovation process has both scientific and practical value. Therefore, it is critical for the management, organizational communication and culture field to understand personal and contextual factors that may affect the evaluation and adoption of creative ideas.

Scope and Information for Authors

We welcome articles related to the receiving side of creativity, organizational Communication and Culture.

The topics of interest include but are not limited to:

  • Organizational Culture, Workplace Relationships, Employee Voice, Contemporary Technologies, Creativity, and Innovation.
  • Communication, Religiosity, Digitalization, Entrepreneurial Intentions, Creativity, and Innovation
  • Creative Potential (Individual, Group), Gender, And Others’ Reactions (Peer, Group, Leader, Organization).
  • Psychological States, Voice, Communication, Personalities, Performance, Creativity, and Innovation (Individual, Group, Organization).
  • Digital Technologies, The Role of Digital Technologies in Organizational Culture, and Performance (Individual, Group, Organization).
  • Role Of Creativity and Innovation in organizational culture during Change, Crisis, and Growth.
  • Leaders’ Role in Creativity Adoption, Evaluations, Recognition, Endorsement, and Implementation in organisational culture.
  • Leader’s Role in Developing Productive Culture, Handling Conflicts, And/Or Facilitating Innovation Process.
  • Ethics, Morality, Support, Collaboration, Validation, Endorsement, And Sponsorship for Innovation.
  • Cognitive, Culture, Behavioural, and Social Responses to Creativity.
  • Workplace Relationships (culture and communication), Creativity, And Innovation.

 

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