Polish Journal of Management Studies
 ISSN 2081-7452
Go to content

Main menu:


Abstracts > Vol 10.2

An analytical study on organizational creativity: implications for management
Sirková M., Ali Taha V., Ferencová M.,

Abstract: In dynamically and unpredictably changing environment becomes creativity
a key factor of the success of businesses and organizations because it affects the development of innovation and ingenuity, and consequently the business success and profit. The paper analyses the creativity of employees at work. Primary data collection was conducted through questionnaire survey among employees (mostly managers) working in Prešov region. The research was conducted on a sample of 118 respondents from Prešov district in Slovakia. To evaluate the data and hypotheses was used statistical program STATISTIC using the Pearson correlation coefficient (r).

Key words:
creativity, creative approach, management, organization, workplace

Creativity is crucial factor of innovative capacity, competitiveness and increasing performance of businesses and organizations. The importance of creativity lies primarily in its close link to innovation as well as the fact that it is perceived as
a determinant of socio-economic development of enterprises, cities, regions and countries (Ali Taha and Sirková, 2014). Creativity, understood as coming up with fresh ideas for changing products, services, and processes so as to better achieve the organization's goals, has been considered as a key to sustainable advantage (Amabile et al, 2005).
Creativity has helped to produce the most important innovations in human history and solve some of our most complex and compelling problems (Johnson, 2014). Insimpleterms, creativity is the “production of novel, appropriate ideas in any realm of human activity, from science, to the arts, to education, to business, to everyday life” states known and respected author in the field of creativity Theresa M. Amabile. These ideas must be novel i.e. different from what was made before, but they can't be only bizarre. The ideas must be appropriate to the problem or opportunity presented. Creativity is the first step in innovation (it means the successful implementation of those novel, appropriate ideas) which is essential for long-term organizational success (Amabile, 1997). According Gallagher and Gallagher creativity is a type of thinking that enables people to generate ideas, invent new ideas, improve old ideas, and recombine existing ideas in a novel fashion (Johnson, 2014).
Jones (1972) defines creativity as a "combination of flexibility, originality and sensitivity to ideas which enable the thinker to break away from the usual sequence of thought, into different and productive sequences, the result of which gives satisfaction to himself and possibly others' ” (Brennan and Dooley, 2005).
Developing creativity is
according Houman Andersen and Kragh about “exploring new possibilities and following what may often be vague ideas or hunches”. The main task of managers and employees is to fundamentally challenge existing ways of doing things within/across organizations (Houman Andersen and Kragh, 2013). Sternberg based on the investment theory states that creativity is
a conflux of six distinct but interrelated resources: (1) intellectual abilities, (2) knowledge, (3) thinking styles, (4) personality, (5) motivation, and (6) environment (Sternberg, 2006).

full version

Research results indicated that most employees considered themselves to be creative and consider creativity as important in pursuing their profession. The employers provide their employees sufficient space for the creativity use and development at work and also give them a freedom when solving problems and presenting their own ideas.
On the basis of the research and analysis we attained to some following conclusions:
 there is a positive correlation between age and creativity, and thus, the older the employee the more creativity he/she uses in his/her work;
 there is a negative correlation between educational attainment and creativity which means that employees with higher education are lesscreative;
 the more creative employee is, the more valued and more supported is the creativity by the employer/organization;
 the more creative employee is, the more substantial he/she considers the use of creative methods and techniques to improve work performance;
 the more creative organization/employer is, the more the use of creative methods and techniques contributes to increased employees' job performance.
This study was supported by the research grant KEGA of the Ministry of education of the Slovak Republic: 017PU-4/2013 „Networking of some elements of faculty structure” and the research grant KEGA of the Ministry of education of the Slovak Republic: 013UPJŠ-4/2013 „Organizational behavior – university textbook for compulsory subject of new study programme”.
Ali Taha V., Sirková M., 2014, Tvorivé prístupy v kontexte sieťovania predmetov [Creative approaches in the context of subjects networking], [In:] Tej, J. A M. Ferencová, (Eds.) „Sieťovanie vybraných prvkov fakultných štruktúr – interakcia teórie a praxe (elektronický zborník príspevkov z odborného workshopu), Fakulta Manažmentu Prešovskej Univerzity v Prešove, Prešov.
Amabile T.M., 1997, Motivatingcreativity in organizations, „California Management Review“, 40(1).
Amabile T.M., Schatzela E.A., Monetaa G.B., Steven Kramer J., 2004, Leader behaviors and the work environment for creativity: Perceived leader support, „The Leadership Quarterly“, 15.
Amabile T.M., Barsade S.G., Mueller J.S., Staw B.M., 2005, Affect and Creativity at Work, „Administrative Science Quarterly“, 50(3).
Amabile T.M., Khaire M., 2008, Creativity and the role of the leader, „Harvard Business Review“, October.
Baer M., 2012, Putting creativity to work: the implementation of creative ideas in organizations, „Academy of Management Journal“, 55(5).
Bilton Ch., 2010, Manageable creativity, „International Journal of Cultural Policy“, 16(3).
Blomberg A., 2014, Organizational creativity diluted: a critical appraisal of discursive practices in academic research, „Journal of Organizational Change Management“, 27(6).
Brennan A., Dooley L., 2005, Networked creativity: a structured management framework for stimulating innovation, “Technovation“, 25(12).
Herrmann D., Felfe J., 2014, Effects of Leader ship Style, Creativity Technique and Personal Initiative on Employee Creativity, „British Journalof Management“, 25(2).
Houman Andersen P., Kragh H., 2013, Managing creativity in business market relationships, „Industrial Marketing Management“, 42.
Johnson A.P., 2014, Creativity and intuition: excerpt fromthebook: Education Psychology: Theories of Learning and Human Development, National Science Press:
Powell S., 2008, The management and consumption of organisational creativity, „Journal of Consumer Marketin“, 25(3).
Reckhenrich J., Kupp M., Anderson J., 2009, Understanding creativity: the manageras artist, „Business Strategy Review“, 20(2).
Rosa J.A., Qualls W.J., Fuentes C., 2008, Involvingmind, body, and friends: Management thatengenders creativity, „Journal of Business Research“, 61.
Sternberg R. J., 2006, The nature of creativity, „Creativity Research Journal“, 18(1).
Sundgren M., Styhre A., 2007, Creativity and the fallacy of misplaced concreteness in new drug development. A white headian perspective, „European Journal of Innovation Management“, 10(2).
Tej J., Ali Taha V., Sirková M., 2013, Insight into the use of creative management techniques and methods in regional context, „Law, Economics and Management (LE&M)“, 3(1).
Tuori A., Vilén T., 2011, Subject Positions and Power Relations in Creative Organizations: Taking a Discursive View on Organizational Creativity, „Creativity & Innovation Management“, 20(2).
Xu F., Rickards T., 2007, Creative Management: A Predicted Development from Researchin to Creativity and Management, „Creativity and Innovation Management“, 16(3).


Streszczenie: W dynamicznie i nieprzewidywalnie zmieniającym się środowisku kreatywność staje się kluczowym czynnikiem sukcesu przedsiębiorstw i organizacji, ponieważ ma wpływ na rozwój innowacyjności i pomysłowości, a w konsekwencji na sukces w biznesie i zysk. Niniejszy artykuł analizuje kreatywność pracowników w miejscu pracy. Zbieranie podstawowych danych zostało przeprowadzone w formie badania ankietowego wśród pracowników (głównie menedżerów) pracujących w regionie Preszów. Badania przeprowadzono na próbie 118 respondentów z powiatu Preszów na Słowacji. Do oceny danych i hipotezy użyto programu statystycznego STATISTICA wykorzystując współczynnik korelacji Pearsona (r).

Słowa kluczowe: kreatywność, twórcze podejście, zarządzanie, organizacja, miejsce pracy



Back to content | Back to main menu