Capitalizing on Creativity at Work
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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.
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Chapter 2: Job design at the crossroads: from ‘creative’ jobs to ‘innovative’ jobs

Tomislav Hernaus


Organizations rely on their employees to introduce new products/services, improve business processes, and develop new working methods. Therefore, managers and human resource management (HRM) professionals need to boost employee creativity and workforce innovativeness. High-involvement human resource practices in general, and job design specifically, can create a supportive and stimulating work environment that enhances innovative work behavior (IWB). Job design represents a useful HRM tool that can significantly change daily working practices. It describes the content and organization of one’s work tasks, activities, relationships, and responsibilities (Parker, 2014). It not only shows how jobs, tasks, and roles are structured, enacted, and modified, but also explains what the impact of these structures, enactments, and modifications is on individual, group, and organizational outcomes (Grant and Parker, 2009). In particular, job design directly modifies the motivating potential of jobs (for example, Hackman and Oldham, 1976), and has either a direct or an indirect effect on various work behaviors (for example, Parker and Ohly, 2008).

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