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 20: Making innovations work locally: the role of creativity

Antonella La Rocca, Adeline Hvidsten and Thomas Hoholm

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


In large organizational systems, new ideas are often understood to be developed into large-scale innovations following a classical view of innovation and diffusion processes comprising a series of discrete and rational steps (Dopson, 2005). However, previous studies have shown that when innovations are embedded in practice (May, 2013), they follow different pathways in their translation into local contexts and established local practices (Nicolini, 2010a), impacting the development of the innovation itself (for example, Engesmo and Tjora, 2006; Mørk et al., 2006; Jensen and Aanestad, 2007). As a consequence, scholars have stressed the importance of involving end users in the innovation process (Oudshoorn and Pinch, 2003) to align it better with the needs of local users and to make it flexible, enabling adaptation to local use. In this chapter innovation refers to the interrelated set of practices that are changed, or in more radical endeavors, replace the old practices. The ‘core’ of an innovation may be recognized as tangible (product, technology, etc.) or non-tangible (service, business model, organizing process, etc.). In practice, however, the introduction of new ideas to workplaces always involves both social and material elements in the process of changing, replacing, and relating several interrelated practices. In line with Chapter 12 of this volume, ‘Creativity that works: implementing discovery’ by Arne Carlsen and Liisa Välikangas, we believe that creativity and working with new ideas are ongoing processes that should not be seen as limited to the initial phases of innovation processes.

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