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Organisational Creativity in Context: Learning from a Failing Attempt to Introduce IT Support for Creativity

Organisational Creativity in Context: Learning from a Failing Attempt to Introduce IT Support for Creativity

Dick Stenmark
Copyright: © 2005 |Volume: 1 |Issue: 4 |Pages: 19
ISSN: 1548-3908|EISSN: 1548-3916|ISSN: 1548-3908|EISBN13: 9781615204373|EISSN: 1548-3916|DOI: 10.4018/jthi.2005100105
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MLA

Stenmark, Dick. "Organisational Creativity in Context: Learning from a Failing Attempt to Introduce IT Support for Creativity." IJTHI vol.1, no.4 2005: pp.80-98. http://doi.org/10.4018/jthi.2005100105

APA

Stenmark, D. (2005). Organisational Creativity in Context: Learning from a Failing Attempt to Introduce IT Support for Creativity. International Journal of Technology and Human Interaction (IJTHI), 1(4), 80-98. http://doi.org/10.4018/jthi.2005100105

Chicago

Stenmark, Dick. "Organisational Creativity in Context: Learning from a Failing Attempt to Introduce IT Support for Creativity," International Journal of Technology and Human Interaction (IJTHI) 1, no.4: 80-98. http://doi.org/10.4018/jthi.2005100105

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Abstract

As a much-needed quality in today’s businesses, creativity is an important area of research. While implementing and evaluating computer support for electronic brainstorming (EBS), it was noticed that the sheer presence of technology guarantees neither usage nor success. Contextual factors such as organisational culture and attitudes seem to have an equally important role, and this observation called for a more focused analysis of the motivational aspects of creativity management. Based on the empirical data from the electronic brainstorming system evaluation and literature on organisational creativity, three general pieces of managerial advice to promote corporate creativity are suggested: reconsider the use of extrinsic rewards, recognise creative initiatives, and allow redundancy.

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