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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Citation:

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

Book Abstract: Rapid technological change, global competition, and economic uncertainty have all contributed to organizations seeking to improve creativity and innovation. Researchers and businesses want to know what factors facilitate or inhibit creativity in a variety of organizational settings. Individual Creativity in the Workplace identifies those factors, including what motivational and cognitive factors influence individual creativity, as well as the contextual factors that impact creativity such as teams and leadership. The book takes research findings out of the lab and provides examples of these findings put to use in real world organizations.

Article | Academy of Management Journal | August 2018

Deep Help in Complex Project Work: Guiding and Path-Clearing Across Difficult Terrain

Colin M. Fisher, Julianna Pillemer and Teresa M. Amabile

How do teams working on complex projects get the help they need? Our qualitative investigation of the help provided to project teams at a prominent design firm revealed two distinct helping processes, both characterized by deep, sustained engagement that far exceeds the brief interactions described in the helping literature. Such deep help consisted of (1) guiding a team through a difficult juncture by working with its members in several prolonged, tightly clustered sessions, or (2) path-clearing by helping a team address a persistent deficit via briefer, intermittent sessions throughout a project's life. We present a model theorizing these processes, which has two noteworthy features. First, it emphasizes the socially constructed nature of helping behavior. That is, the parties must establish and maintain a helping frame for their interaction, especially when help-givers are high-status external leaders. Second, the model specifies that the rhythms of deep help—the duration and temporal patterns of giver-receiver interactions—are resource-allocation decisions that also contribute to the social meaning of help. These findings illuminate the theoretical and practical overlap between helping and external leadership in knowledge-intensive project work as well as the role of temporality in the helping process.

Keywords: helping; rhythm; prosocial behavior; external team leadership; social construction; time; qualitative methods; field research; Groups and Teams; Projects; Behavior; Leadership; Social and Collaborative Networks;

Citation:

Fisher, Colin M., Julianna Pillemer, and Teresa M. Amabile. "Deep Help in Complex Project Work: Guiding and Path-Clearing Across Difficult Terrain." Academy of Management Journal 61, no. 4 (August 2018): 1524–1553. View Details

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