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    15 views23 pages

    Amabile A Model of CreativityOrg - Beh v10 pp123-167 PDF

    Uploaded by

    Silvia López

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Flag for inappropriate content
    of 23
    A MODEL OF CREATIVITY AND. INNOVATION IN ORGANIZATIONS: Teresa M. Amabile m4 TERESA M. AMABILE In busines, in the 1980, ii impossbe co getaway from innovation ‘This ste in both eal sense and a figurative sons. Literally, is Josie to read business journals or newspapers aend busines on ferences, ore aval reports without constantly bearing about the in portance of novation. Fgurativey itis imposible o escape the realty that corporations most be inovatte in order to survive. Domestic and Internationa competion, chaagiagsoveraeat regulations, and rapidly ‘hing marke codons demand constant sod visionary ination. "With tt has been std about inporation in the business wedi, and aul that hasbeen wen about novation By industrial researches, we fllcka comprehensive model of ow the process of innovation ozats {nd wht inflvenes i (. Delbecq& Mis, 985; Sar, 198). Certainly, theres great dea of information about he innovation proces arent alae, And numberof researchers hve proposed useful model that ‘serie various aspects of he innovation proses. Both researchers and practioner ned a modelo encompass exsing formation ad inerte [revious modes, for at lest three reasons. Fist, a sound and complete ‘model can stimulate further esearch, as well as channeling that esearch {nthe iections of greatest need for information. Second, a model can bulp us itegrte and understand existing information. Thi, the model oes wel with current knowledge about innovation i shouldbe useful In ping the pace of marti innovation. Some ofthe information that wil dra on in formulating preliinary model of erganiatonllnovaton comes fom an interview stad Ta | ‘Conducted wath Stan Gyskiowir (Amabile fe Gryshioicr 1987). Out ‘Study was designed to answer some quite general questions: What inl {ooes creativity and innovation in work ogunzations? What i it bout [eons and ter work enviroments thal makes a diereace? Our meted Involved asking al ntrvcwes to tell us about tvo evens from thei ‘work experince: one event hat exemple high creativity, and one that ‘temple ow creat). Here san stv excep rm a interview ‘with Research and Development (R&D) scents 1 ms eng one aman en, Ae is, hd ace ate who ‘Esc es ten ey psy cao a ‘Serine sold se in abu nd ped oo say is con. ‘omg inh sete tr sn be ib cig ‘We asked out interviewees, i ling thi stories, to describe bth the peron() volved inthe event nluding themselves, where appropiate) land the work environment surrounding the event. This scientist deseibed ‘seit in thi wa (A Mol of tity ed Into ix Orit ws it ys oman ope is git deco dha te oe tame ren ts ante evista oe ‘And this how the sion 3 dseribed his work enviroment: Ea smi Foro ig. tig tm Preset ct dan, I pty as ity enc my ovine nme cy Te ‘Spa at ene nent st oe i ep ‘nie te nl Ge sen wt ato wag ‘hee ib oes they td love els on me, wo hae Hl ‘tae one sae tg was are ae “This sory usta a central phenomenon that appeared repeatedly in these interviews, «phenomenon tha eas recto he basi tre ‘tthe ergaszationa innovation mode wil present indivi restiviy| land organizational inovat ae cosly nteriocked system. Indiv reat ste most rac element of organizational anon, bt i isnot, by isl, suficem. And features ofthe organization canbe the most cuca detente am nares at ay pf ie il describe the resus ofthis interview sty because examined, ina Beoad way, al factor that ean potentially inflenceerstiviy and innovation in ongeizations. I wil then preset fintings from my eX ‘etimeatal stds of reatviy, ndings Ua led 1o a mol of indo ‘ratty, Finally. I wil iterate al ef these experimental and pone fpetimntal ings, slong with th individual creativity model toa pre liminary model of organizational innovation. ‘Because no previeus modes of organizational innovation have pro il incided the proces of dial creativity or the fstrs that inoeace i, wl focus peinarly on those elements. This, I Bele, ‘the major contbuton that my formulation hast ofr. DEFINITIONS Because ther x ch diversity inthe seo the terms ereatvty" and inavato,” i necessary to begin with clrfeaton of the defnons will us. Some researches and teoiss define erent according 0 shuraceristis ofthe person, For example, ina ecet theortal nase ‘of ereaivity and innovation, Finlay and Lumsden i ess) sy, "We Wil use the term era to refer tothe conseltion of personaly and inelectua ais showa by individuals who, when gvena messue of ce 1% TERESA M. AMABILE ‘ein, spend significant amounts of ine engaged in the creative process.” ‘Oihers hve defined ereatviysccodig to the proces sl. (Creativ fete emergence inaction of novel relational product, owing tof the uniqucnes ofthe advil onthe pe ha; ad he mata, events, prrle or crcunstances 0 bis ie on the he (gers, 1958. However, Irow theorists and researchers adopt a creativity defition focused on the pradut: “novelty that useful (Stein, 1972). 1 are that a product vented definition most spreopcate For preset purposes. Because of complexities in observation and assessment i ‘ute fic to aly on either person o process measures in ening ‘Seatvty. Product measores are conidetably moe saghtorward (ct ‘Ame, 19829). Iwe take indvidal ideas o products that can reably ‘bidet as creative by experts, then we ca ook atthe person qual iis the environmental factors, and perhaps ven the thought processes ‘omresponding tothe production of those ideas or peodts. Ths, the efinton used bere i Based on products (eas): ret 1s the pro- ‘duction of movel and wsefel ideas by a india or small group of ‘viduals working topeher Tanovation bul om creative ideas as the basic elements. Organize onal innovation the succesful implementation of eee eas within dan orgentation, Within this definition, the eas in question ean be 0 thing from ideas for new product, processes, or sevies within the [unzatin’s ine of busines to eas fr new procedure epics within the organization ase The term "implementation fused broadly here, {encompass lements of developing eas and puting them fo use. This ‘Sefton saiar to many existing definitions of inovation, but with Some pot of distinction. Some dtiaitons of innovation are quite close to dfinions of ereatvity; they fous on the production of eas rater ‘han the implementation. For example, Drucker (989) defines systematic Innovation a “te puposel and orgnize search fr changes." while “Zalman, Duca, aod Holbeck (197) define ita “any ie, practice, oF Inatral artifact perceived tobe nes’ by the relevant unit of adoption However, most current deitons of agovaion do into the devel ‘opment and implementation of new ides. Vande Ven (988) is quite ox pst about the role of both the individual and the organization: ino- {ation isthe development and implementation af ew seas by people tio over tine engage i transactions wih thers within an instil border (p.390). Kanter (983) defines inpovaton as "the process of Tringing ay ew, problem soNing idea into use «Innovation i the feneration, aceptance, and implementation of new ideas, processes, products, or services Each of these latter definitions of imovation| {anver, 1984; Van de Ven 1986), Ike those of her theorists (Findlay ‘S Lamsden in pose; Myers & Marge, 196%: West, Far, & King, 1986, Ao of Cet testi Orit eo Zalman etal, 1973 imply or explicly inendes the notion of eeative (ovel nd sles being stecesflly implemented by slr Bou. ‘THE INTERVIEW STUDY ‘The nterviow stay actly includes group of thre stds, with tree

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