THE DETERMINANTS OF TEAM-BASED INNOVATION IN ORGANIZATION: The Role of Social Influence DAVID F.

CALDWELL of Santa Clara University & CHARLES A. OREILLY III of Stanford University, 2011 1. Based on this formulation, OReilly and Flatt (1989) concluded that innovation results from two component processes: (a) creativity or the generation of a new idea, and (b) implementation or the actual introduction of the change. This suggests that the enhancement of innovation in organizations requires mechanisms for both stimulating new ideas as well as methods for putting the ideas into practice. Innovation is an observed outcome that requires both of these components. Amabile, Hennessey, and Grossman (1986) suggested that extrinsic controls diminish creativity by reducing intrinsic interest and reducing the playfulness that is often associated with creativity. They showed that increasing extrinsic rewards decreased creativity whereas freedom and choice enhanced it. He proposed that the climate of a group, defined as a set of shared expectations, could influence innovation. Based on a review of the extant literature, he argued that vision (the existence of a clear, shared goal), participative safety (a nonthreatening decision making environment), task orientation (a concern of excellence in performance), and support for innovation (approval and practical support for new ideas) are related to innovation within a group. Cultures that promote innovation; that is, support for creativity and risk taking and tolerance of mistakes are norms that are

necessary to promote creativity or new ways of doing things in organizations. When groups develop the norms that risk taking is both accepted and encouraged and that mistakes are expected when trying new things, individuals are likely to be willing to propose new and creative solutions to problems. Freq and level will increase. Creativity and Innovation in Organisations, Prof Teresa M. Amabile, Harvard Business School 1. Creativity must be appropriate to the goal at hand, correct, valuable, or expressive of meaning. 2. These skills include cognitive style favorable to taking new perspectives on problem solving, an application of techniques (or heuristics) for the exploration of new cognitive pathways, and a working style conducive to persistent, energetic pursuit of ones work. 3. Creative thinking skill depends to some extent on personality characteristics related to independence, self-discipline, orientation towards risk-taking, tolerance for ambiguity, perseverance in the face of frustration, and a relative unconcern for social approval. 4. A number of studies have shown that a primarily intrinsic motivation will be more conducive to creativity than a primarily extrinsic motivation. Intrinsic motivation is driven by deep interest and involvement in work, by curiosity, enjoyment, or personal sense of challenge. Members' Openness to Experience and Teams' Creative Performance Marieke C. Schilpzand, David M. Herold and Christina E. Shalley

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One of the traits most consistently related to creativity was openness to experience. Furthermore, those with higher levels of openness to experience had higher levels of divergent thinking, which has been associated with creativity. In addition, openness to experience was related to an individuals investigative/creative interests. Similarly, openness to experience was associated with creativity, and suggested that individuals with high levels of openness to experience will have greater success in tasks that require creative thinking.

Organizational Cultures Influence on Creativity and Innovation: A Review of the Literature and Implications for Human Resource Development, Laird D. McLean 1. It would not be a stretch to say that when it comes to organizations, creativity without innovation is of significantly diminished value. The converse is also true: without creative ideas to feed the innovation pipeline so they may be promoted and developed, innovation is an engine without any fuel. An organizational culture that supports autonomy in achieving clearly communicated goals will likely be more successful in terms of creativity and innovation than an organization that does not.

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