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A THEORY OF SITUATED CREATIVITY AND ORGANIZATIONAL DYNAMIC CAPABILITIES

Yıl 2016, Cilt: 2 Sayı: 5, 485 - 491, 26.08.2016

Öz

Creativity is a vague term that traditionally referred to artistic expression (e.g. painting, singing, sculpting); now creativity is a thought process emphasizing ‘newness’ and can be applied in other disciplines. Creativity when used effectively can improve an organization’s dynamic capabilities exponentially. Situational creativity (SC) is defined as a practical creative process; ‘creativity’ is the cognitive portion, while ‘situated’ is the action-producing or useful application of the idea. Both exploration and exploitation are interconnected aspects of dynamic capabilities. Exploration is developing new knowledge through abolishing existing standards, roles, tasks, and skills; while exploitation is defined as utilizing existing resources, extending current information and simultaneously pursuing better efficiency and improvements in order to innovate at a slower pace. Dynamic capabilities are defined as an organization’s capacity to integrate, build, and reconfigure existing skill sets in order to receive economic gain from current resources. Systems thinking has shown to be associated with SC because acknowledging the situational factors at play aids in the individual’s learning and problem-solving skills. Situated creativity is a novel idea that can be used in various industries or disciplines. SC is acknowledged in two context: pragmatic and locational views. Pragmatic SC is acknowledging and responding to one’s situation while productively working in unison with the environment. Locational SC is bounded within places and spaces; creativity is seen as viable forces within location. The papers findings add to the knowledge of how organizations can improve their sustainability by applying eastern, pragmatic tenets such as SC to their leadership toolkit, specificlly in healthcare. In the end, this concept can be borrowed by the healthcare industry in order to combat the many changes (technological, environmental, medical, and political) and improve the industry’s dynamic capabilities in the long run.

Keywords: Situated creativity, dynamic capabilities, leadership, systems theory, healthcare

Kaynakça

  • REFERENCE LIST
  • Ahenkora, K., & Adjei, E. (2012). A Dynamic Capabilities Perspective on the Strategic Management of an Industry Organisation. Journal of Management and Strategy, 3(3), 21-27.
  • Andriopoulos, C., & Lewis, M. (2009). Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradox of Innovation. Organization Science, 20(4), 696-717.
  • Caniels, M., & Rietzschel. (2015). Organizing Creativity: Creativity and Innovation under Constraints. Creativity and Innovation Management, 184-196.
  • Chen, Y., & Chang, C. (2013). The Determinants of Green Product Development Performance: Green Dynamic Capabilities, Green Transformational Leadership, and Green Creativity. Journal of Business Ethics, 116, 107-119. doi:10.1007/s10551-012-1452-x
  • Clark, J., Murpy, C., & Singer, S. (2013). When do leaders matter? Ownership, governance and the influence of CEOs on firm performance. The Leadership Quarterly, 25, 358-372.
  • Corbett, A. (2005). Experiential Learning Within the Process of Opportunity Identification and Exploitation. Entrepreneurship Theory and Practice, 473-491.
  • Edensor, T., & Millington, S. (2013). Blackpool Illuminations: revaluing local cultural production, situated creativity and working-class values. International Journal of Cultural Policy, 19(2), 144-160.
  • Gervais, S., Guinote, A., Allen, J., & Slabu, L. (2013). Power increases situated creativity. Social Influence, 8(4), 294-311.
  • Grandadam, D., Cohendet, P., & Simon, L. (2013). Places, Spaces and the Dynamics of Creativity: The Video Game Industry in Montreal. Regional Studies, 47(10), 1701-1714.
  • Hackbert, P. (2009). Idea Contests: A Model for Stimulating Creativity and Opportunity Recognition. The American Society of Business and Behavioral Sciences, (pp. 1-13). Las Vegas.
  • Hieronmyi, A. (2013). Creativity from a systems perspective: bridging theory and practice. Kybernetes, 42(9), 1413-1423.
  • Lee, S., Florida, R., & Gates, G. (2010). Innovation, Human Capital, and Creativity. International Review of Public Administration, 14(3), 13-24.
  • Markova, G. (2012). Building dynamic capabilities: the case of HRIS. The Journal of the Iberoamerican Academy of Management, 10(2), 81-98.
  • Niu, W. (2013). Confucian Ideology and Creativity. The Journal of Creative Behavior, 46(4), pp. 274–284.
  • Nonaka, I., & Zhu, Z. (2012). Pragmatic Strategy - Eastern Wisdom, Global Success. New York: Cambridge University Press.
  • Nooteboom, B. (2009). A Cogniive Theory of the Firm. Northampton: Edward Elgar Publishing Limited.
  • Potts, J., Hartley, J., Banks, J., Burgess, J., Cobcroft, R., Cunningham, S., & Montgomery, L. (2008). Consumer co-creation and situated creativity. Industry and Innovation, 15(5), 459-474.
  • Ramachandran, V. (2011). Strategic Corporate Social Responsibility: A ‘Dynamic Capabilities’ Perspective. Corporate Social Responsibility and Environmental Management, 18, 285-293. doi:10.1002/csr.251
  • Sosa, R., & Gero, J. (2003). Design and change: A model of situated creativity. 12, pp. 1-10. Sydney: International Joint Conference on Artificial Intelligence Creativity Workshop.
  • Sousa, C., & Coelho, F. (2011). From personal values to creativity: evidence from frontline service employees. European Journal of Marketing, 45(7), 1029-1050.
  • Steiner, G. (2009). The Concept of Open Creativity: Collaborative Creative Problem Solving for Innovation Generation - a Systems Approach. Journal of Business and Management, 15(1), 5-34.
  • Yu, R., Gu, N., & Ostwald, M. (2012). Situated creativity inspired in parametric design environments. The 2nd International Conference on Design Creativity (ICDC) (pp. 221-230). Glasgow: ICDC2012.
Yıl 2016, Cilt: 2 Sayı: 5, 485 - 491, 26.08.2016

Öz

Kaynakça

  • REFERENCE LIST
  • Ahenkora, K., & Adjei, E. (2012). A Dynamic Capabilities Perspective on the Strategic Management of an Industry Organisation. Journal of Management and Strategy, 3(3), 21-27.
  • Andriopoulos, C., & Lewis, M. (2009). Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradox of Innovation. Organization Science, 20(4), 696-717.
  • Caniels, M., & Rietzschel. (2015). Organizing Creativity: Creativity and Innovation under Constraints. Creativity and Innovation Management, 184-196.
  • Chen, Y., & Chang, C. (2013). The Determinants of Green Product Development Performance: Green Dynamic Capabilities, Green Transformational Leadership, and Green Creativity. Journal of Business Ethics, 116, 107-119. doi:10.1007/s10551-012-1452-x
  • Clark, J., Murpy, C., & Singer, S. (2013). When do leaders matter? Ownership, governance and the influence of CEOs on firm performance. The Leadership Quarterly, 25, 358-372.
  • Corbett, A. (2005). Experiential Learning Within the Process of Opportunity Identification and Exploitation. Entrepreneurship Theory and Practice, 473-491.
  • Edensor, T., & Millington, S. (2013). Blackpool Illuminations: revaluing local cultural production, situated creativity and working-class values. International Journal of Cultural Policy, 19(2), 144-160.
  • Gervais, S., Guinote, A., Allen, J., & Slabu, L. (2013). Power increases situated creativity. Social Influence, 8(4), 294-311.
  • Grandadam, D., Cohendet, P., & Simon, L. (2013). Places, Spaces and the Dynamics of Creativity: The Video Game Industry in Montreal. Regional Studies, 47(10), 1701-1714.
  • Hackbert, P. (2009). Idea Contests: A Model for Stimulating Creativity and Opportunity Recognition. The American Society of Business and Behavioral Sciences, (pp. 1-13). Las Vegas.
  • Hieronmyi, A. (2013). Creativity from a systems perspective: bridging theory and practice. Kybernetes, 42(9), 1413-1423.
  • Lee, S., Florida, R., & Gates, G. (2010). Innovation, Human Capital, and Creativity. International Review of Public Administration, 14(3), 13-24.
  • Markova, G. (2012). Building dynamic capabilities: the case of HRIS. The Journal of the Iberoamerican Academy of Management, 10(2), 81-98.
  • Niu, W. (2013). Confucian Ideology and Creativity. The Journal of Creative Behavior, 46(4), pp. 274–284.
  • Nonaka, I., & Zhu, Z. (2012). Pragmatic Strategy - Eastern Wisdom, Global Success. New York: Cambridge University Press.
  • Nooteboom, B. (2009). A Cogniive Theory of the Firm. Northampton: Edward Elgar Publishing Limited.
  • Potts, J., Hartley, J., Banks, J., Burgess, J., Cobcroft, R., Cunningham, S., & Montgomery, L. (2008). Consumer co-creation and situated creativity. Industry and Innovation, 15(5), 459-474.
  • Ramachandran, V. (2011). Strategic Corporate Social Responsibility: A ‘Dynamic Capabilities’ Perspective. Corporate Social Responsibility and Environmental Management, 18, 285-293. doi:10.1002/csr.251
  • Sosa, R., & Gero, J. (2003). Design and change: A model of situated creativity. 12, pp. 1-10. Sydney: International Joint Conference on Artificial Intelligence Creativity Workshop.
  • Sousa, C., & Coelho, F. (2011). From personal values to creativity: evidence from frontline service employees. European Journal of Marketing, 45(7), 1029-1050.
  • Steiner, G. (2009). The Concept of Open Creativity: Collaborative Creative Problem Solving for Innovation Generation - a Systems Approach. Journal of Business and Management, 15(1), 5-34.
  • Yu, R., Gu, N., & Ostwald, M. (2012). Situated creativity inspired in parametric design environments. The 2nd International Conference on Design Creativity (ICDC) (pp. 221-230). Glasgow: ICDC2012.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Makaleler
Yazarlar

Jorja WRİGHT

Yayımlanma Tarihi 26 Ağustos 2016
Gönderilme Tarihi 24 Ağustos 2016
Yayımlandığı Sayı Yıl 2016Cilt: 2 Sayı: 5

Kaynak Göster

EndNote WRİGHT J (01 Ağustos 2016) A THEORY OF SITUATED CREATIVITY AND ORGANIZATIONAL DYNAMIC CAPABILITIES. IJASOS- International E-journal of Advances in Social Sciences 2 5 485–491.

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