Barriers to organizational creativity The marketing executives' perspective in Saudi Arabia

Barriers to organizational creativity The marketing executives' perspective in Saudi Arabia Purpose – The purpose of this paper is to examine the significance of some barriers in Saudi organizations from the perspectives of marketing executives. Design/methodology/approach – A range of contemporary literature is presented to help define the term “organizational creativity,” and describe “barriers to creativity” from the marketing executives' perspective within the organizational culture of Saudi Arabia. Findings – Self‐confidence and task achievement are the most significant barriers to the creativity of marketing executives in Saudi Arabia. Research limitations/implications – This paper is primarily based on a survey questionnaire, the contents of which were derived from previous studies on this subject or related themes. The barriers to creativity surveyed in this study were identified by Osborn. They were grouped into six constructs: self‐confidence; need for conformity and risk taking; use of the abstract; use of systematic analysis; task achievement and physic1al environment. Practical implications – Throughout this paper the concept of “barriers to creativity” was explored. The results indicated that self‐confidence is considered a slightly higher barrier to creativity among Saudi executives compared to non‐Saudis who rate task achievement higher. To improve self‐confidence among executives, both Saudi and non‐Saudi organizations must improve positive behavioral elements such as optimism, passion, and self‐image and minimize negative behavior elements such as sarcasms, destructive criticism, status consciousness and fear of evaluation. Originality/value – The celebrated Osborn model is used to identify the creativity barriers among organizations from the perspective of marketing executives. This paper concludes that creativity is an important issue for any organization to survive and excel, and knowing the barriers that diminish creativity is an essential step towards the objective of creating a culture of creativity within an organization in the Saudi Arabian context. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

Barriers to organizational creativity The marketing executives' perspective in Saudi Arabia

Loading next page...
 
/lp/emerald-publishing/barriers-to-organizational-creativity-the-marketing-executives-ievPzPwguL
Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621710810877839
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine the significance of some barriers in Saudi organizations from the perspectives of marketing executives. Design/methodology/approach – A range of contemporary literature is presented to help define the term “organizational creativity,” and describe “barriers to creativity” from the marketing executives' perspective within the organizational culture of Saudi Arabia. Findings – Self‐confidence and task achievement are the most significant barriers to the creativity of marketing executives in Saudi Arabia. Research limitations/implications – This paper is primarily based on a survey questionnaire, the contents of which were derived from previous studies on this subject or related themes. The barriers to creativity surveyed in this study were identified by Osborn. They were grouped into six constructs: self‐confidence; need for conformity and risk taking; use of the abstract; use of systematic analysis; task achievement and physic1al environment. Practical implications – Throughout this paper the concept of “barriers to creativity” was explored. The results indicated that self‐confidence is considered a slightly higher barrier to creativity among Saudi executives compared to non‐Saudis who rate task achievement higher. To improve self‐confidence among executives, both Saudi and non‐Saudi organizations must improve positive behavioral elements such as optimism, passion, and self‐image and minimize negative behavior elements such as sarcasms, destructive criticism, status consciousness and fear of evaluation. Originality/value – The celebrated Osborn model is used to identify the creativity barriers among organizations from the perspective of marketing executives. This paper concludes that creativity is an important issue for any organization to survive and excel, and knowing the barriers that diminish creativity is an essential step towards the objective of creating a culture of creativity within an organization in the Saudi Arabian context.

Journal

Journal of Management DevelopmentEmerald Publishing

Published: Jun 13, 2008

Keywords: Organizational culture; Marketing; Saudi Arabia

There are no references for this article.

You’re reading a free preview. Subscribe to read the entire article.


DeepDyve is your
personal research library

It’s your single place to instantly
discover and read the research
that matters to you.

Enjoy affordable access to
over 18 million articles from more than
15,000 peer-reviewed journals.

All for just $49/month

Explore the DeepDyve Library

Search

Query the DeepDyve database, plus search all of PubMed and Google Scholar seamlessly

Organize

Save any article or search result from DeepDyve, PubMed, and Google Scholar... all in one place.

Access

Get unlimited, online access to over 18 million full-text articles from more than 15,000 scientific journals.

Your journals are on DeepDyve

Read from thousands of the leading scholarly journals from SpringerNature, Elsevier, Wiley-Blackwell, Oxford University Press and more.

All the latest content is available, no embargo periods.

See the journals in your area

DeepDyve

Freelancer

DeepDyve

Pro

Price

FREE

$49/month
$360/year

Save searches from
Google Scholar,
PubMed

Create folders to
organize your research

Export folders, citations

Read DeepDyve articles

Abstract access only

Unlimited access to over
18 million full-text articles

Print

20 pages / month

PDF Discount

20% off