Creativity And Innovation For Entrepreneurs

Creativity is indeed for startups to keep their businesses sustainable in the market and to keep the pace with their competitors. On the other hand, creativity means new constant ideas and processes which conflict with discipline that businesses need to insure the stability. Discipline is a requirement for companies to grow as it will help the work to be done in order to implement the growth plan (Goins, 2010). At the same time, businesses can plan the extent of creativity needed to reach the goals and objectives of businesses. Accordingly, startups should structure their plans and then apply a certain innovative ideas in specific time manner to monitor the business growth and give a proper timing to take the advantage because the competition in

In today’s rapidly changing business environment, the ability to transform obstacles into opportunities can be a firm’s biggest advantage (Samašonok & Leškienė, 2015). As organizations recognize the need to be adaptable, creativity in the workplace has become one of the most important determinants of performance and success (Anderson, Potočnik & Zhou, 2014). To date, even though creativity has been linked to firm performance and survival (Nystrom, 1990), many managers admit that employees have “room to improve” in terms of creativity (Shalley, 2004).

The creativity of employees represents one of the most valuable companies’ today intangible assets. It is thanks to her that many organizations fail to find new and revolutionary ways of doing things, achieving change course and achieve success would be unthinkable through other routes. But a problem, derived from the intangibility of creativity arises. And it is not always easy to assess the potential of creativity, and this is presented as a major obstacle to it.

Creativity, the party believes, is the one factor that drives innovation in this exponentially growing economy. They recognise that creativity and creative thinkers are needed in all areas of business, whether it be scientists and medical researchers needing to find new ways to cure illnesses or teachers and educators thinking of new and interesting ways in educating students to learn. They believe that creativity is and the ability to think out of the status quo is what will make amazing things happen.

The theory is grounded in a meaning of creativity as a generation of thoughts or results linked to the same goal. Four components in this theory are necessary for any creative response i.e three components within the individual. The individual- Intrinsic task motivation--and one component outside the individual-domain-relevant skills and creativity-relevant processes, The current version of the theory encompasses organizational creativity and innovation, carrying implications for the work environments created by managers. This entry defines the components of creativity and how they influence the creative process, describing modifications to the theory over time. Then, after comparing the componential theory to other creativity theories, the article describes this theory's evolution and

Creativity and innovation are necessary in life, whether it is for evolving and adapting to new surroundings or for pulling a company out of a financial crisis, we use our creative abilities and innovate every day. In order to develop and grow the ability to think creatively, one must first understand where these ideas come from and in what environment innovation flourishes. Steven Johnson, Edward Burger, and Michael Starbird suggest change comes from productive thinking and working collaboratively in a group. Effective thinking can be broken down into five essential elements, while working collaboratively in a group setting allows for different views on the topic at hand creating a stronger more defined product or process.

Highlights key and recurrent principles: the benefits of an integrated organizational approach, the right climate for creativity, appropriate incentives for innovators, a structured means of search and a systematic way to convert an opportunity into an innovation. It implies a broad range of skills development including: team working, communications, coaching, project management, learning to learn, visioning, change management and leadership. Even though techniques for the development of innovation and enhancing creativity in individuals are well founded, there are relatively few reports on the practice of mainstreaming creativity in an organizational setting. Likewise, although the transition from idea to innovation can be systematized, problems arise from customized applications that involve the management of the change

To be able to keep theory Y individuals motivated, reward systems needs to be implemented to achieve business aims and an environment or culture needs to be adapted where employees can express their creative side.

After watching the wonderful presentation about creativity by Tina Seelig. I got the chance to learn numerous new things about creativity. Like the way you ask a question determines the type of answers you get. The two most essential things I gain from her lecture is to listen and pay attention. By listening to people you learn new things and by paying attention you experience the learning. It all depends on the business owners how his/her employee’s to be creative or lazy because the staff can be a key asset for innovatively pushing limits that assistance your business succeed. There are numerous things that you can use to energize the staff by like promote free thinking is a way of creating culture as Tina said in her lecture that culture

267 & 268). Consequently, as a leader and change agent I have begun to journal my daily events. This allows me to replay the major issues of the day and my response. As I incorporate the reflective practice into my routine, I hope to continue to learn and grow as a leader and change agent. According to Caluwe and Vermaak, “The learning cycle begins with active experimentation based on the understanding a person has of his relationship with his environment” (Caluwe and Vermaak, 2003, p. 267). “The main aim of CPS is to produce novel approaches to problems” (Puccio, Mance, and Murdock, 2011, p.60). In the book Creative Leadership: Skills that Drive Change, To lead change in the future with my team both operationally or to create buy-in, I would expect that I would employ divergent and convergent thinking skills, not making solutions about me or my abilities but rather solving the problems through a process and together. To start this process, I will become a student of organizational change. I will pursue greater understanding of creativity principles, procedures, theories and implementing procedures. I will do this by continuing my reading of articles and journals

Entrepreneurship is not an inborn skill; it is a product of environment. It involves a complex of economic and social behavior. To be successful, an entrepreneur has to remain dynamic and responsible to the whole environment. Entrepreneurship can hardly survive under any given circumstances. It can flourish only under right environment. It is a part of total system. The social values, culture, government policies, political system, technology, economic conditions, laws, etc influence the growth of entrepreneurship.

To make a business grow and achieve productive and efficient results you need to invoke creativity which has always been an essential business skill. Since long time creativity has been applied to a business world as companies seek to use it in all parts of the organization to make it gain more profits and to be exceptional from others. A business person has to find unique solutions every day and he has to know how to react to situation creatively. Richard Florida (2002) stated human creativity is the ultimate economic resource. The ability to come up with new ideas and better ways of doing things is ultimately what raises productivity and thus living

According to Pfeffer (cited in Whetten & Cameron, 2005) leading positive change is one of the most important influences in helping organisations perform well. Another strength that I have identified through completing the “how creative are you” assessment (Carlopio et al, 2005) is creativity, possibly due to my ability to consider things from different perspectives as indicated by my preference toward the “thinking” dimension in my MBTI profile.

In this study, Mechanisms Underlying Creative Performance: Employee Perceptions of Intrinsic and Extrinsic Rewards for Creativity, the authors Yoon et al. (2015) investigates creative performance based on effects of intrinsic and extrinsic rewards and proposes employees’ dedication to creativity may possibly activate a psychological state in the connection between rewards and creativity. In order to detect the boundary conditions, such as nature of rewards and the task context, when the different types of rewards are triggered for creativity, the study proposed the importance of specific rewards having a correlation in the relationship between reward and creativity. The study specified intrinsic and extrinsic rewards were given contingent on creative performance. “The intrinsically motivated person will find pleasure in the task itself, and will, on his or her own, seek creative ways to approach it. The extrinsically motivated person might work hard, but is unlikely to seek creative solutions” (Barton & Swap, 2005, p. 188). The study wanted to first see if there was a correlation between predetermined rewards employees received and their overall creative performance. Second, the authors wanted to determine how each employee rated intrinsic and extrinsic rewards and determine a positive or negative correlation based on its value and creative performance outcome. Third, the study set out to determine if employees are rewarded for their creativity, would it lead to

In today’s knowledge-based economy, innovation has become the principal source of competitive advantages in global business; the success of firms now depends more on their intelligence capability – such as employee creativity – than traditional material assets (Amabile et al., as cited in Zhou, Zhang & Montoro-Sa ́nchez, 2011). The creative capability of individual and collective knowledge workers is the fuel that powers innovation in firms. While creativity leads to the production of new and useful ideas in any domain, innovation is the successful implementation of those creative ideas within an organisation (McLean, as cited in Zhou, Zhang & Montoro-Sa ́nchez 2011). In highly dynamic business environments innovation and creativity have become crucial for creating competitive advantages for the