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 8: Social-contextual forces and innovative work: a motivational climate perspective

Christina G.L. Nerstad


There has been a common belief that individual creativity and innovation are primarily dependent on talent. However, the role of talent might have been overestimated, as research evidence has shown that hard work and intrinsic motivation, or doing an activity for the pleasure it gives in itself, are at least as important for creative success (Amabile, 2001). The social environment also plays a significant role in supporting or undermining creativity and the implementation of creative ideas (Andersen et al., 2014). Therefore, creativity and innovation researchers have more recently adopted an interactional approach, in which both personal and situational factors contribute to the innovation process, which consists of creative idea generation and implementation. Situational factors, such as the organizational context, are important because they shape the meaning and salience of organizational events for employees (Kuenzi and Schminke, 2009). Work environments are suggested to have an influence on the innovation process by affecting mechanisms that contribute to creative idea generation and the implementation of these ideas (for example, Andersen et al., 2014). The work climate is considered to be just such an essential factor that influences individuals’ generation of creative ideas and the effective implementation of them at work (Hammond et al., 2011).

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