Drivers of Organizational Creativity

By M. Sundgren, Elof Dimenäs, J. Gustafsson, Marcus Selart. 2005

132 citations recorded by the source corpus.

A path model of organizational creativity was presented; it conceptualized the influences of information sharing, learning culture, motivation, and networking on creative climate. A structural equation model was fitted to data from the pharmaceutical industry to test the proposed model. The model accounted for 86% of the variance in the creative climate dependent variable. Information sharing had a positive effect on learning culture, which in turn had a positive effect on creative climate, while there were negative direct effects of information sharing on creative climate and on intrinsic motivation. This study suggests that information sharing and intrinsic motivation are important drivers for organizational creativity in a complex R&D environment in the pharmaceutical industry. Implications of the model are discussed.

Subfields: Communication, Experimental and Cognitive Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ae97907cdd1f00975219f3d201d2e39e823c891f

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In Communication

In Experimental and Cognitive Psychology

In Strategy and Management

Citations in the corpus

A review of creativity within organizations from a psychological perspective (2010, background): “Wilkins and London (2006) defined the generally favorable climate for creative outcome as one that includes learning orientation, psychological safety, and self-disclosure.”
INNOVATION STRATEGY, WORKING CLIMATE, AND FINANCIAL PERFORMANCE IN TRADITIONAL MANUFACTURING FIRMS: AN EMPIRICAL ANALYSIS (2012, background): “For instance, Sundgren et al. (2005) studied the pharmaceutical industry and found that information sharing and intrinsic motivation are important qualities of an innovative working climate.”
The influence of human resource management on knowledge sharing and innovation in Spain: the mediating role of affective commitment (2011, background): “This process requires the establishment of inter-functional networks, in which R&D employees are willing both to give and to receive knowledge from the other business areas (Sundgren, Dimenas, Gustafsson and Selart 2005 ), which constitutes a key success factor for the development of market-orienta”
The Roles of Worker Expertise, Information Sharing Quality, and Psychological Safety in Manufacturing Process Innovation: An Intellectual Capital Perspective (2011, background): “This improved cultural environment can encourage a team’s creative activities, as well as foster greater utilization of team members’ knowledge (Nonaka 1991, Sundgren et al. 2005).”