Management Challenges and Symptoms
Edited by Janice Langan-Fox, Cary L. Cooper and Richard J. Klimoski
Chapter 24: Helping Creativity and Innovation Thrive in Organizations: Functional and Dysfunctional Perspectives
Neil Anderson and Rosina M. Gasteiger The processes, antecedents and outcomes of creativity and innovation in organizations have held the interests of both organizational researchers and change management practitioners for several decades now. Research into innovation has continued to shed light upon the factors that help and hinder innovation at several levels of analysis in organizational settings. Indeed, factors at the individual, group and organizational level have now been repeatedly identiﬁed across such a number of separate research studies that there is a reliable body of evidence to underscore pragmatic intervention attempts to enhance and improve innovation processes in organizations. Yet despite this continued growth in research and practical innovation change management programs, there remains a ‘dark side’ to innovation procedures and outcomes that has been far less attended to by researchers and practitioners alike. The purpose of this chapter is to explore some of these more dysfunctional, conﬂictual and counterproductive aspects of innovation in work organizations. Innovation research has grown apace, especially over the last 20 years, as organizations have needed to respond to changing environments by becoming more ﬂexible and adaptive, by becoming more dependent upon team-based structures, and by downsizing and ﬂattening their structures to facilitate more responsive and ﬂexible decision making (Axtell et al., 2000; Howard, 1995). These environmental and business drivers toward increasing innovation in organizations have had the positive eﬀect of stimulating research and improvements in professional practices of change management intervention, but on the downside have obscured the inherently problematic...
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