Table of Contents

Capitalizing on Creativity at Work

Capitalizing on Creativity at Work

Fostering the Implementation of Creative Ideas in Organizations

Edited by Miha Škerlavaj, Matej Černe, Anders Dysvik and Arne Carlsen

How does one implement highly creative ideas in the workplace? Though creativity fuels modern businesses and organizations, imaginative ideas are less likely to be implemented than moderate ones. The crux of this issue is explored as contributors present and analyze remedies for capitalizing on highly creative ideas.

Chapter 14: Idea implementation as a relational phenomenon: a social network perspective

Saša Batistič and Robert Kaše

Subjects: business and management, knowledge management, organisational innovation, organisational behaviour, innovation and technology, knowledge management


You’re not just looking at one [social network] diagram. You’re looking at who communicates with whom, who trusts whom, who goes to whom for new and innovative ideas, who gets information from whom, who goes to whom for decision making. (Kate Ehrlich, IBM) There is an increasing awareness among practitioners that social networks – a set of actors and relationships such as friendships, communication or advice that connect them (Kilduff and Tsai, 2003) – are very important for fostering creativity and driving innovation (for example, Pugh and Prusak, 2013). McGregor (2006) identifies various pharmaceutical and ICT companies that actually map informal relations to understand and sparkle innovation. For instance, IBM uses social network analysis (SNA) as a management tool to explore informal interactions between various groups of employees and promote the creation of novel and useful ideas accordingly. Examining the same company, Ehrlich (2006) indicates that companies can streamline innovation and collaboration by using SNA for exploring three major phases of innovation: generating ideas, translating ideas, and delivering ideas. The emphasis of this chapter is thus on how SNA can be used to provide valuable insight about the second part of the innovation process; that is, idea implementation.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information