Making garden variety creativity a strategic priority
Abstract
Purpose
This paper aims to outline a process for establishing and implementing strategic priorities to enhance worker garden variety creativity – a type of creativity that improves direct worker outcomes such as enhancing operational efficiencies and flexibility.
Design/methodology/approach
The paper presents process suggestions that are based on existing research and practical understanding of best practices for improving worker creativity in typical workplace settings.
Findings
The paper finds that organizations need to maximize worker creativity at all organizational levels in order to maintain the flexibility necessary for today's turbulent economic climate. Also, there are concrete steps organizations can take to develop this creativity.
Research limitations/implications
This process is not designed to increase high‐level creativity (such as developing new microchips), and is not appropriate for moving organizations forward in such a direction.
Practical implications
Most organizations are better served by increasing more prosaic outcomes that are improved through garden variety creativity. As such, the vast majority of organizations will benefit by finding ways to improve garden variety creativity.
Originality/value
This paper makes a contribution to the literature in terms of understanding how organizations can strategically focus on worker creativity improvements, and how this focus can be translated into managerial actions.
Keywords
Citation
Mayfield, M. (2009), "Making garden variety creativity a strategic priority", Business Strategy Series, Vol. 10 No. 6, pp. 345-351. https://doi.org/10.1108/17515630911005628
Publisher
:Emerald Group Publishing Limited
Copyright © 2009, Emerald Group Publishing Limited