Creativity and Innovation in Organizations

Teresa M. Amabile

Background Note | HBS Case Collection | January 1996

Creativity and Innovation in Organizations

Abstract

Creativity, the production of new and useful ideas by individuals or teams, can appear in many forms and many functions within firms of all kinds--from entrepreneurial start-ups to well-established enterprises. This note describes the varieties of creativity in organizations, and dispels common myths about what creativity is. Proposes a method for recognizing creativity, outlines the necessary components for individual creativity, and introduces a model of how organizational influences can affect creativity. Critiques some common methods for enhancing creativity, and discusses how creativity can result in innovation.

Keywords: Change Management; Entrepreneurship; Collaborative Innovation and Invention; Management Analysis, Tools, and Techniques; Organizational Design; Situation or Environment; Creativity;

Language: English

Format: Print

15 pages

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Amabile, Teresa M. "Creativity and Innovation in Organizations." Harvard Business School Background Note 396-239, January 1996.

In recent years, progress has been made toward AI Creativity, which I define as the production of highly novel, yet appropriate, ideas, problem solutions, or other outputs by autonomous machines. I argue that organizational researchers of creativity and innovation should invest significant energy in studying artificial intelligence and computer-assisted human intelligence, the ways in which they might yield creative breakthroughs, and how those innovations might impact—and be impacted by—workers, consumers, organizations, and society.

Over time, the field of creativity research has seen a gradual shift away from an almost exclusive emphasis on the creative person towards a more balanced inquiry that centers both on individual difference issues and questions about the nature of creative products and the conditions that facilitate the creation of those products. The consensual assessment technique (CAT) allows for the assessment of the relative creativity of products and is based on the assumption that a panel of independent raters, persons who have not had the opportunity to confer with one another and who have not been trained by the researcher, are best able to make such judgments. Over 40 years of research have clearly established that product creativity can be reliably and validly assessed based on the consensus of experts. Although creativity in a product may be difficult to characterize in terms of specific features, it is something that people can recognize and agree upon when they see it.

There have been dozens of high-profile mass shootings in recent decades. This paper presents three main findings about the impact of mass shootings on gun policy. First, mass shootings evoke large policy responses. A single mass shooting leads to a 15% increase in the number of firearm bills introduced within a state in the year after a mass shooting. This effect increases with the extent of media coverage. Second, mass shootings account for a small portion of all gun deaths but have an outsized influence relative to other homicides. Third, when looking at bills that were actually enacted into law, the impact of mass shootings depends on the party in power. The annual number of laws that loosen gun restrictions doubles in the year following a mass shooting in states with Republican-controlled legislatures. We find no significant effect of mass shootings on laws enacted when there is a Democrat-controlled legislature, nor do we find a significant effect of mass shootings on the enactment of laws that tighten gun restrictions.

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Creativity and Innovation in Organizations

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