Enhancing organisational creativity: the process of perpetual challenging

Enhancing organisational creativity: the process of perpetual challenging Pressures have increased for both profit and non‐profit organisations to become “innovative organisations”. This study has revealed the grounded theory of perpetual challenging as a process for enhancing organisational creativity. Perpetual challenging refers to the ways through which creative organisations enhance their employees’ internal drive to perceive every project as a new creative challenge so that their individual contribution is maximised and an innovative solution can arise. Perpetual challenging has four sub‐core variables, namely adventuring, overt confronting, portfolioing and opportunising. A grounded theory approach was used in order to conceptualise the behaviour of employees under investigation. The perpetual challenging process has implications for both academics and practitioners since it explains how creative organisations should develop chaotic situations in their workplace environment to enhance the intellectual capital within the organisation, which will yield the competencies and capabilities for improved performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

Enhancing organisational creativity: the process of perpetual challenging

Management Decision, Volume 38 (10): 9 – Dec 1, 2000

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0025-1747
DOI
10.1108/00251740010379768
Publisher site
See Article on Publisher Site

Abstract

Pressures have increased for both profit and non‐profit organisations to become “innovative organisations”. This study has revealed the grounded theory of perpetual challenging as a process for enhancing organisational creativity. Perpetual challenging refers to the ways through which creative organisations enhance their employees’ internal drive to perceive every project as a new creative challenge so that their individual contribution is maximised and an innovative solution can arise. Perpetual challenging has four sub‐core variables, namely adventuring, overt confronting, portfolioing and opportunising. A grounded theory approach was used in order to conceptualise the behaviour of employees under investigation. The perpetual challenging process has implications for both academics and practitioners since it explains how creative organisations should develop chaotic situations in their workplace environment to enhance the intellectual capital within the organisation, which will yield the competencies and capabilities for improved performance.

Journal

Management DecisionEmerald Publishing

Published: Dec 1, 2000

Keywords: Creativity; Innovation; Employee development; Grounded theory

References

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