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Organizational creativity diluted: a critical appraisal of discursive practices in academic research

Organizational creativity diluted: a critical appraisal of discursive practices in academic research Purpose – The purpose of this paper is to explore the discursive practices employed in academic research on organizational creativity through a critical lens. Design/methodology/approach – The literature on organizational creativity is reviewed from a discourse-theoretical perspective and three groupings of dominant discursive practices are identified. The theoretical and practical implications of the practices are discussed, and other potential aspects of creativity that appear to have been neglected or suppressed in the discourse are further examined. Findings – The dominant discursive practices in the organizational creativity research contribute to the building of a simplified and one-sided picture of organizational creativity; a stripped-down and diluted version that is more easily achievable and manageable, and leads to positive outcomes. Failure to recognize its inherent complexities reduces the value of creativity as an organizational asset. Originality/value – The findings contribute to the organizational creativity research in recognizing a range of dominant practices that appear to promote the dilution of the concept. Although the diluted and stripped-down version of organizational creativity suits the managerial agenda and complies with organizational discourse, it fails as an organizational asset, which should be about embracing the unconventional and risky, and taking advantage of change. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Change Management Emerald Publishing

Organizational creativity diluted: a critical appraisal of discursive practices in academic research

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0953-4814
DOI
10.1108/JOCM-12-2013-0252
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to explore the discursive practices employed in academic research on organizational creativity through a critical lens. Design/methodology/approach – The literature on organizational creativity is reviewed from a discourse-theoretical perspective and three groupings of dominant discursive practices are identified. The theoretical and practical implications of the practices are discussed, and other potential aspects of creativity that appear to have been neglected or suppressed in the discourse are further examined. Findings – The dominant discursive practices in the organizational creativity research contribute to the building of a simplified and one-sided picture of organizational creativity; a stripped-down and diluted version that is more easily achievable and manageable, and leads to positive outcomes. Failure to recognize its inherent complexities reduces the value of creativity as an organizational asset. Originality/value – The findings contribute to the organizational creativity research in recognizing a range of dominant practices that appear to promote the dilution of the concept. Although the diluted and stripped-down version of organizational creativity suits the managerial agenda and complies with organizational discourse, it fails as an organizational asset, which should be about embracing the unconventional and risky, and taking advantage of change.

Journal

Journal of Organizational Change ManagementEmerald Publishing

Published: Oct 7, 2014

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