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Experiencing creativity in organisations

Experiencing creativity in organisations
Experiencing creativity in organisations
In this paper I ask the question: What is the practice of creativity in organisations? I draw on “practice” theories to define creativity at the individual level as novel and appropriate ways of accomplishing tasks, and at the organisational level as the operating logic and internalised dispositions that inform activities. By integrating the two levels, I suggest that we are better able to understand the dynamics of creativity. Empirically I investigate creativity in a large UK supermarket retailer undergoing major change and transformation. My study reveals four domains of contestation that characterise the practice of creativity: intrinsic-extrinsic motivation; pleasure-control; organisational politics; and personal-corporate morality. I discuss how managers experience the tensions within each domain and argue that personal morality plays an important role in enabling creativity.
0024-6301
420-439
Nayak, Ajit
215d7e25-0bc4-44ff-a015-5daf887604df
Nayak, Ajit
215d7e25-0bc4-44ff-a015-5daf887604df

Nayak, Ajit (2008) Experiencing creativity in organisations. Long Range Planning, 41 (4), 420-439. (doi:10.1016/j.lrp.2008.05.001).

Record type: Article

Abstract

In this paper I ask the question: What is the practice of creativity in organisations? I draw on “practice” theories to define creativity at the individual level as novel and appropriate ways of accomplishing tasks, and at the organisational level as the operating logic and internalised dispositions that inform activities. By integrating the two levels, I suggest that we are better able to understand the dynamics of creativity. Empirically I investigate creativity in a large UK supermarket retailer undergoing major change and transformation. My study reveals four domains of contestation that characterise the practice of creativity: intrinsic-extrinsic motivation; pleasure-control; organisational politics; and personal-corporate morality. I discuss how managers experience the tensions within each domain and argue that personal morality plays an important role in enabling creativity.

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Published date: August 2008

Identifiers

Local EPrints ID: 428298
URI: http://eprints.soton.ac.uk/id/eprint/428298
ISSN: 0024-6301
PURE UUID: 88fb951b-af72-483f-9211-7f44c927bb9c
ORCID for Ajit Nayak: ORCID iD orcid.org/0000-0003-3253-7120

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Date deposited: 20 Feb 2019 17:30
Last modified: 09 Jan 2022 04:06

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