The Receiving Side of Creativity: Role of Personal and Contextual Factors Influencing the Assessment, Evaluation, and Adoption of Creativity

Creativity- the generation of novel and useful ideas and their implementation (i.e., innovation) is long been recognized as a driving force survival and existence of organizations. Creativity is considered to be the point of departure for innovation to take place. Because of the significant need, the focus of the researchers predominantly remained on understanding and investigating the factors that affect the generation of creative ideas at work with the expectations that these ideas will be implemented ultimately. Yet creativity research rests on the largely untested assumption that employees’ creativity can enhance organizational innovation, therefore, management researchers and practitioners alike are constantly lamenting the slow pace of organizational innovation and suggesting more research on the topic.

Employees working in any of the functional areas have the potential to be creative at work. Surprisingly, the slow pace of innovation may stem from the fact that employees’ creativity often is not welcomed by the organizational context and does not receive a positive response from influential others. Organizations fail to capitalize on the creative output of their employees when the creative ideas of their employees are not identified or not appreciated for their true value. Thereby, investigating how people receive creativity and developing an understanding that what happens to the employees’ creative ideas in the innovation process has both scientific and practical value. Therefore, it is critical for the management field to understand personal and contextual factors that may affect the evaluation and adoption of creative ideas.

We welcome articles related to the receiving side of creativity.

The topics of interest include but are not limited to:

• Creative potential (individual, group), gender, and others’ reactions(peer, group, leader, organization);

• Risk and reward of sharing and/or withholding a creative idea;

• Psychological states, voice, personalities, performance, creativity, and/or innovation (individual, group, organization);

• HRM practices (selection, training, job design, participation, teamwork, work-life balance, rewards, etc., ) and environment for innovation;

• Digital technologies, creative potential of employees, and/or performance(individual, group, organization);

• Role of creativity and innovation during change, crisis, and/or growth;

• Leaders' role in creativity adoption, evaluations, recognition, endorsement, and/or implementation;

• Leaders' role in developing productive culture, handling conflicts, and/or facilitating innovation process;

• Ethics, morality, support, collaboration, validation, endorsement, and sponsorship for innovation;

• Cognitive, behavioral, and/or social responses to creativity;

• Workplace relationships (individual, peer, group, leader, organization), creativity, and/or innovation;

• Workplace conflicts (individual, peer, group, leader, organization), creativity, and/or innovation;

• Employment security, job enrichment, knowledge, work-life balance, creativity, and/or innovation.