In a fast changing world driven by human resourcefulness and non-orthodox competition, the strategic role of workplace creativity needs no substantiation. However, as restricted by the conventional perception that creativity is an activity of the brilliant individual, this discussion of creativity as an organizational experience is a rather new phenomenon. Though Malaysian researchers are no stranger to the field of creativity, especially in the educational setting, they have overlooked organizational creativity so far. This portfolio therefore endeavours to narrow the gap by, firstly, reviewing the related literature and proposing a workable model for organizational creativity; and secondly, investigating empirically some of the selected dimensions of this proposed model. / Paper 1 establishes the theoretical background of the whole study. The concept of organizational creativity is broadly tackled with inputs from prior literature that has developed the various aspects of human creative efforts. A conceptual framework is suggested as a result of the exploration. According to the proposed model, organizational creativity is an organizationally mediated system through which the personal and social inputs were transformed into different drivers with the desired final states. / Paper 2 used Zhuang, Williamson and Carter's (1999) 'Attitude Survey Questionnaire' to investigate Malaysian managers' self-evaluation of their own personal creativity; the propensity with which they translate their personal creativity into creative contributions to organizations; and, the organizational mediation in terms of policies toward personal creativity. The study indicates that while there are positive and strong correlation among personal creativity, creative participation and creativity-related policies, Malaysian organizations relied heavily on their senior managers for creative inputs. With assertion for the strategic function of policies to foster creativity across organizations, and the availability of more opportunities for middle and junior managers' creative involvement, this article proposes factors that need to be addressed when formulating the policies concerned. / Paper 3 used Anderson and West's (1998) 'Team Climate Inventory' (TCI) to survey the relationship between perceived team climate and team creativity within the context of process-relevant creativity. According to the findings of this study, team creativity is confirmed to be strongly correlated to the degree to which team climate exists in a team. In addition, creative ideas are profitable not only to product development and improvement they are equally important to process development and improvement. Comparing the findings of current research with previous literature, this article argues that by involving teams with positive climate in process-relevant creativity, an organization's profit could be improved. / Like the academic inquiry of 'organizational creativity', the use of the aforesaid instruments is also a new experience to Malaysian organizations as a whole. It is believed that these three papers have systematically addressed some of the dimensions that are critical to the development of organizational creativity, and, the findings could be meaningful to Malaysian organizations that wish to thrive with greater employee ingenuity. / Thesis (DBA(DBusinessAdministration))--University of South Australia, 2005.
| Identifer | oai:union.ndltd.org:ADTP/267456 |
| Creators | Tan, Beng-Huat. |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | copyright under review |
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