Strategies to Foster Innovation and Creativity in Management

This report delves into the critical role of innovation in organizational evolution, emphasizing the use of various tools and approaches to drive business growth. It highlights the importance of creating a truly innovative culture, supported by resource investment and employee empowerment. The report discusses the investment theory of creativity and the flow theory, providing insights into how creative individuals operate and the obstacles they face. It also offers practical strategies for fostering innovation, including giving employees freedom, providing resources, dedicating time to creative development, and embracing a cooperative leadership style. Furthermore, the report emphasizes the importance of acknowledging employee contributions and creating an environment where failure is viewed as a learning opportunity. The report references various academic sources to support its arguments and provides a comprehensive overview of innovation management principles.

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The innovation is important for the evolution of any company. The innovation tools are used
increasingly to drive the business forward. In order to be effective the business is required to
implement different approaches to the innovation. A business is required to discern what
precisely makes an innovative organization and how it subsidizes to growth. It has been
considered that more than 90% of the companies use new technologies to assist the
innovation process. Still, the companies face an obstacle to create and reassure a truly
innovative culture through the board. The innovation requires an investment of resources to
fulfill the requirements of innovative management in the organization. Effective
organizations devote hours in emerging an approach so that the new ideas can be cultivated in
the workers. The success of the organization is linked with the capability to get the finest out
of the inventive tasks of the employees. It necessitates an innovative culture so that the
employees can think independently. The business leaders perceive information as something
which initiates progress and missing it can supress the growth of an organization.
As per Sternberg, 2012, two theories of creativity are developed, the investment theory of
creativity and the propulsion theory of creative contributions. According to the investment
theory of creativity, creativity holds an important part in a decision (Sternberg, 2012). The
decision is specifically about the choice to buy low and sell high in the world of philosophies.
The creative people in the organization create ideas and work like good investors. Once the
ideas get accepted, the creative individuals sell high and reap profits. The creative people
tend to defy the crowd and seek to propose ideas in their own direction. The obstacles faced
in creativity are the limitations put on one’s thinking. The aspects comprised by the creativity
are abilities, knowledge, personality attributes, ways of thinking, motivation, and
environment (Demircioglu and Audretsch, 2017).
According to Li et al, 2005, the creativity is critical to the evolution of the human evolution
and headed to significant methodical detections. The individuals are anticipated to have
scientific detections if specific trait creativities are possessed by them. It comprises
imagination, curiosity, challenge, and risk-taking (Li et al, 2005). Add on, basic personality
aspects like extroversion, openness to experience, assiduousness, and amicability contribute
to the trait of creativity. Out of all, openness plays a significant role in determining an
individual’s trait creativity.
As per Csikszentmihalyi, 2011, the creativity is about capturing moments which make life
worth living. The factor leading to these movements is excitement. Add on, the knowledge

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can be used to enrich the lives of people. The flow theory can also be used to explore the
creative process in an organization (Csikszentmihalyi, 2011). Such ideas are discussed
concerning why creative individuals are often seen as self-centered and arrogant. As per the
flow theory, the individuals engross in an activity which meets specific conditions and
psychological elements. The creativity needs to be cultivated and is requisite for the future of
an organization.
The innovative organizations might seek creative people to create the conditions for novel
thinking by considering the following ways:
By giving employees a sense of freedom: The employers execute regulations on the
employees and it tends to suffocate the creativity of the employees. It also limits their
freedom. The essence of the organization lies in the ability of the employees contributing
towards the creative process of the organization (Hon and Lui, 2016). So, the organizations
are required to give their employees self-sufficiency to practice the novel ideas.
Provide the team with the resources to implement innovative ideas: The organization should
make efforts for the workers to transform ideas into reality. The appropriate resources are
required in order to implement innovative practices. The organizations lead to more success
which invests in their research and development. It enables employees to implement the
advanced concepts for forthcoming product development (Amabile and Pratt, 2016).
Devote time in the inventive nourishment of the workers of the company: The essence of
innovation can only be achieved in an organization if the employees lead to creativity. The
precise ways should be demonstrated in order to discover creativity so that innovation can be
implemented in the work. For instance, Google is the main company to form a business
model built on innovation. The company contributes 20% of its time to support the inventive
side of their employees.
Do not only focus on the R & D: The organizations should not detain invention to just the R
& D department. It is significant to include each and every department in order to implement
an effective innovation culture. An innovative strategy has the ability to substitute change in
the mindset of every member of the team (Dolfsma and Van der Eijk, 2016).
Permit employees a chance to fail: Failure is the measure of the learning method and is an
important point to remember. If the organization penalizes employees for making mistakes
then it adds a fright of failure. Such a method distresses the capability of the employees to

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come up with the inspired ideas. On the other side, when employees are given scope to make
mistakes than it allows them to think independently without any fear. It also enables them to
think beyond the confines of the job.
Develop a cooperative leadership style: Being a leader of the company, it is the
accountability to foster and develop the attitude of the employees. Expecting employees to do
more in less time can kill the desire of the employees to do something unique. The employees
should be given the chance to do an experiment and learn in order to improve them. The do
more approach should be given less importance (Altuna, et al. 2015).
Acknowledge contribution of the employees: The employees feel valued when they are
recognized for their efforts. An incentive-based policy should be implemented in the
organization for the employees who make use of the innovations in their work. The
employees feel appreciated by such policies. Add on, it offers a philosophy of creative
thinking which empowers employees to reflect beyond the consistent obstacles in their work
and come up with approximately new.

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References
Altuna, N., Contri, A.M., Dell'Era, C., Frattini, F. and Maccarrone, P., 2015. Managing social
innovation in for-profit organizations: the case of Intesa Sanpaolo. European Journal of
Innovation Management, 18(2), pp.258-280.
Amabile, T.M. and Pratt, M.G., 2016. The dynamic componential model of creativity and
innovation in organizations: Making progress, making meaning. Research in Organizational
Behavior, 36, pp.157-183.
Csikszentmihalyi, M., 2011. Handbook of research methods for studying daily life. Guilford
Press.
Demircioglu, M.A. and Audretsch, D.B., 2017. Conditions for innovation in public sector
organizations. Research Policy, 46(9), pp.1681-1691.
Dolfsma, W. and Van der Eijk, R., 2016. Distances in organizations: innovation in an R&D
lab. British Journal of Management, 27(2), pp.271-286.
Hon, A.H. and Lui, S.S., 2016. Employee creativity and innovation in organizations: Review,
integration, and future directions for hospitality research. International Journal of
Contemporary Hospitality Management, 28(5), pp.862-885.
Li, W., Li, X., Huang, L., Kong, X., Yang, W., Wei, D., Li, J., Cheng, H., Zhang, Q., Qiu, J.
and Liu, J., 2014. Brain structure links trait creativity to openness to experience. Social
Cognitive and Affective Neuroscience, 10(2), pp.191-198.
Sternberg, R.J., 2012. The assessment of creativity: An investment-based
approach. Creativity research journal, 24(1), pp.3-12.