In recent decades innovation has become an indispensable element for firms wishing to be competitive, and it has undoubtedly become increasingly important for organizations to understand how to stimulate the creative potential of their workforce.
Indeed, there is consensus that creativity is a key aspect for guaranteeing success in the innovation process. Some have even argued that it is creativity, rather than innovation, that is the true source of competitive advantage for organizations, as it is the basis of their innovative potential. Consequently, employee creativity is a significant treasure trove of innovation, so firms are increasingly attempting to promote individual creativity in order to be competitive.
But in spite of the evident importance of employees' creative contributions, research on the factors influencing creativity in labour environments is still at an early stage, although it is true that in recent years significant advances have been made on the question. Specifically, for any individual to be creative we must bear in mind, among others, aspects to do with their immediate environment, in other words, with their work group, a particularly important issue that has not been sufficiently examined in the literature. Thus, although the generation of creative ideas can at times be a solitary activity, it is increasingly the case that employees work in teams, and individual creativity is often enacted within teams where individual creative contributions may be considered as a significant input to the team's creative outcome. This implies that the team context plays a critical role in stimulating team creativity.
As a consequence, not only to identify creative employees is critical in order to enhance creativity in organizations, but foremost to understand the way in which the team context affects the creativity of diverse individuals, mainly with the analysis of the dynamic interactions among the team mates. So, the members of the work group to which the individuals belong – both the supervisor and the other group members – will normally influence their creativity.
Indeed, there is consensus that creativity is a key aspect for guaranteeing success in the innovation process. Some have even argued that it is creativity, rather than innovation, that is the true source of competitive advantage for organizations, as it is the basis of their innovative potential. Consequently, employee creativity is a significant treasure trove of innovation, so firms are increasingly attempting to promote individual creativity in order to be competitive.
But in spite of the evident importance of employees' creative contributions, research on the factors influencing creativity in labour environments is still at an early stage, although it is true that in recent years significant advances have been made on the question. Specifically, for any individual to be creative we must bear in mind, among others, aspects to do with their immediate environment, in other words, with their work group, a particularly important issue that has not been sufficiently examined in the literature. Thus, although the generation of creative ideas can at times be a solitary activity, it is increasingly the case that employees work in teams, and individual creativity is often enacted within teams where individual creative contributions may be considered as a significant input to the team's creative outcome. This implies that the team context plays a critical role in stimulating team creativity.
As a consequence, not only to identify creative employees is critical in order to enhance creativity in organizations, but foremost to understand the way in which the team context affects the creativity of diverse individuals, mainly with the analysis of the dynamic interactions among the team mates. So, the members of the work group to which the individuals belong – both the supervisor and the other group members – will normally influence their creativity.