在一個知識經濟的時代，知識的創造與管理已成為社會主流，而其中最重要的人力資源是創造力的培養，惟有不斷發展創造力，組織才能永續經營。 組織創造的能力也是一種組織持續擴充的能力，對組織的競爭優勢有關鍵性的影響，在組織發展中，構築一個有利於創造的穩定結構，可協助達成最後的目標。 本研究主要採取了文獻探討、個案分析、深度訪談等研究方法。首先對創造力意涵及創造力人格、創造力工作環境、組織創造力等之理論加以探討，其次就組織創造力之因素分析後，歸納出四大面向即「創造性工作環境」、「創造性行為」、「創造性技能」及「組織創造的能力」，作為深度訪談問題題綱的基本架構。研究個案為衛生署疾病管制局，故深度訪談的對象以歷任首長為主，藉以瞭解自88年7月成立至93年間之組織創造能力。 本研究發現：一、創造性環境之建立由機關首長主導。二、創造性環境之建立由中階主管負責暢通溝通管道。三、創造性行為之建立須採適當激勵措施。四、創造性行為之建立須有公正的升遷制度。五、創造性技能之建立應由組織提供各項資源。六、創造性技能的發展須有完善的人才培訓制度。七、組織創造力應具備明確的願景。八、組織創造力應國際化。九、組織整體創造力不等於個人創造力的加總。 根據文獻探討及深度訪談發現，本研究提出以下建議：一、發展組織創造力應採多元化的人才進用方式。二、發展組織創造力應建立以團隊工作為基礎的組織。三、發展組織創造力應建立組織支援系統。 關鍵詞：創造力、創造力人格、組織創造力 / In the era of knowledge economy, the knowledge creation/innovation and management have become the social mainstream, and the most pivotal human resources are the development of creativity. An organization can continue its management forever only by ceaseless development of creativity. The organization creativity also is an incentive to keep organization expanding and growing, has the crucial impact on organization's competitive superiority. Building up a stable infrastructure within an organization favor creativity may assist touching down the final goal of an institute. This research project has mainly adopted different approaches including literature review, case study and in-depth interview. Important theories, especially in the field of the meaning of creativity, creativity characteristic, job environment for creativity and organization creativity were brought together for comparison and discussion. Based on analysis the factors for organizational creativity, four key categories, job environment for creativity, creativity behavior, creativity skill and capability for organizational creativity were chosen as the topics for in-depth interview. Taiwan Center for Disease Control was the subject for this case study. Therefore all the previous General Directors of Taiwan CDC were the candidates for the interview to get insight the organizational creativity since CDC founded in July of 1999. This research project has several findings. 1. Institute leader is the key person to initiate the establishment of creative environment. 2.Middle class managers are responsible for maintaining the unimpeded communication channel for the establishment of creative environment. 3.Incentive measures mush be considered for the establishment of creative environment. 4.Fair promotion is important within an institute for the establishment of creative environment. 5.Organization must provide resources for the establishment of creative environment. 6.Good training programs are necessary for the establishment of creative environment. 7.Goals should be achievable and crystal clear for the establishment of creative environment. 8. Internationalization is vital for the establishment of creative environment. 9.Organization overall creativity is not equal to the sum of all individual creativity. According to the literature review and in-depth interview in this study, following suggestions were proposed: First, broad recruitment of elites into institute should be taken for development of organizational creativity. Second, concept of teamwork should be established as the basic foundation for development of organizational creativity. Third, support systems should be built for development of organizational creativity. Key Words：Creativity、Creative Personality、 Organizational Creativity