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 3: The flow of creativity for idea implementation

Darija Aleksić, Miha Škerlavaj and Anders Dysvik


More than 60 years ago Levitt found that being creative is not enough and that ‘ideas are useless unless used’ (Levitt, 1963, p. 79). Despite increasing recognition of the importance of innovation at work, studies of how to foster innovation are still relatively rare (Baer, 2012). Furthermore, little progress has been made in understanding how psychological factors affect idea implementation (Anderson et al., 2014). Thus, the aim of this chapter is to provide insight into the role of psychological factors in transforming individuals’ intentions to implement an idea into actual idea implementation. Building on flow theory (Csikszentmihalyi, 1997b), we offer a new theoretical perspective on how to foster idea implementation at work. Adding to our current knowledge, we propose that individuals who have flow experiences will be more inclined to implement creative ideas (Baumann and Scheffer, 2011). Flow is defined as ‘a state in which people are so involved in an activity that nothing else seems to matter; the experience itself is so enjoyable that people will do it even at a great cost, for the sheer sake of doing it’ (Csikszentmihalyi, 1991, p. 4). Thus, we propose that flow experience may be an important factor that stimulates implementation of creative ideas.

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