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• W2556883574 abstract "The greatest source of ideas for improvements is often squandered in organizations. It lies in the minds of employees of every function and type. Management can tap this frequently overlooked resource by motivating employees to continuously innovate. All employees should be encouraged to be more creative. Creativity is a strong driver of job satisfaction. Also, good ideas frequently lie fallow due to management's failure to implement them. This paper addresses the opportunity to increase employee creativity and the implementation of their ideas by motivating employees toward continuous innovation. BACKGROUND It is universally recognized that innovation is a vital component to ensure strategic efficiency and effectiveness for a successful organization. Countless research findings confirm that the hub of innovation lies within the individual, but unfortunately remains dormant as a result of the slew of challenges that arise in the poor utilization of leadership skills by management that would awaken such personal creative attributes (Van de Ven, 1986). As Van de Ven contends, in order to implement an innovative idea successfully, it must be continuously refined, carried out, and modified with the participation and commitment of all members of the organization. In the past, managers were likely to be close-minded, and thus undervalued creativity and innovation as a prospective influential contributor to exceptional organizational performance. With the complexity of the workplace however, management acknowledges that traditional methodology is no longer sufficient, and thus, managers are now required to consider creative measures for organizational enhancement. Upon the examination of the significance of creativity, the manager must keep in mind that the approach of a creative employee is not based on the stereotypical conceptions of an extroverted personality, advanced artistic skills, or high intelligence (Amabile, 1997). Instead, research conducted by Amabile contends that creativity requires the combination of motivation in the task at hand, having a creative thought process, and knowledge proficiency. Thus, the central facet in which the foundation of the creativity continuum resides in each member of an organization is constructed upon motivational factors for creative thinking (Manso, 2011). Although a typically misconceived notion, managers must recognize that the characteristics of creativity are fostered by a vast array of environmental factors, both internal and external (Oldham & Cummings, 1996). More often than not, managers tend to disregard the implications of the work" @default.
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• W2556883574 date "2014-01-01" @default.
• W2556883574 modified "2023-09-23" @default.
• W2556883574 title "Continuous Innovation from All Employees: An Underutilized Font of Organizational Improvement" @default.
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