SHR044-6 Development and sustainability of an organisational culture to promote and support creativity and innovation



In this unit we consider many alternative approaches and perspectives on how organisational creativity and innovation might be promoted or blocked in practice across multiple levels: individual, group and organisation.  Assignment 2 is specifically concerned with the development and sustainability of an organisational culture to promote and support creativity and innovation across the group and organisational levels of analysis.

  1. You are required to critically evaluate group and organisational level support for creativity and innovation in the context of your workplace, firstly through application of climate models and secondly through a consideration of the role of creative leadership and creative Human Resource Management and Development in promoting creative and innovative behaviour, which is qualitatively difference to productivity and performance.


  1. You will then need to demonstrate a systematic understanding and critical appreciation of the process of creativity and innovation drawing on contemporary theories to support your evaluation and synthesis.


  1. You will develop a plan to promote creativity and innovation in the context of your work organisation supported by contemporary quality academic perspectives.  You will need to include an in-depth literature review critically evaluating alternative contemporary perspectives in order to draw meaningful conclusions and develop feasible recommendations.


  1. You will present your analysis and plan in report format of approximately 1500 words excluding references and appendices.
  2. In the unlikely event that your work organisation prevents adequate analysis the UK Tutor can agree an alternative. You are not permitted to use a case study of your own choice unless approved in advance by the UK tutor. Use of an unapproved alternative case study will result in failure of the assignment.


A random sample of students will be invited to a viva voce to support authenticity


Executive Summary

Creativity and Innovation are essential for any organization to succeed and thrive in a complex and unexpectedly changing business environment. It is a driver of competitive edge over competitors and an element of performance success. Theoretical concepts underpinning social and organizational barriers to organizational creativity and innovation have been reviewed in this paper. From the review, organizational creativity and innovation have been identified as the capability of an entity in demonstrating novelty in its knowledgeable actions. This can occur in individual, organizational or society levels. In regard to recommendations, this study has suggested that PAEW should focus on establishing a creative and innovative leadership, consistent assessment of renewal capability and ensuring that the organization climate is ideal. Through successful implementation of the recommendations, an organization would be better positioned to develop a climate where all people are involved, the desired outcome of change identified and creation of an appropriate context for innovation implementation.




Table of Contents

1.0 Introduction. 4

2.0 Analysis. 4

2.1 Climate for Creativity and Innovation. 4

2.2 Role of HRM/D in Promoting or Inhibiting Creativity and Innovation. 7

3.0 Conclusions. 8

4.0 Recommendations. 9

References. 10




1.0 Introduction

This report evaluates organizational support of creativity and innovation using Public Authority for Electricity and Water (PAEW) case study. This is since, in modern organizations, creativity and innovation can be promoted or blocked in practice across multiple layers such as individual, group, and organization. The objectives of this study are to establish the relevance of organizational creativity and innovation and to establish the social and organizational barriers to creativity and innovation. According to Dawson and Andriopoulos (2014), organisations must deviate from the traditional psychological approach to creativity focusing on characteristics of creative individuals. This is through an assumption that social environment has a potential of influencing levels and frequency of creative behavior rather than a practice of improving productivity through development of cost-effective and sustainable business solutions through leverage on competitive advantage guided by HRM (Isaksen, 2007). Hence, the role of creative leadership and HRM in promotion of creative and innovative behavior is a critical aspect of consideration.

2.0 Analysis

Creativity is directly related to the knowledge concept as it enhances a successful formulation of a novel action to an organization (Amabile et al., 1996). In the context of PAEW, integration of creativity is evident to generate new ideas for innovation. The latest integration of all customers’ details through a technology platform is an indication that the company is deviating from outcomes or creative products but also processes efficacy. The company approach is in line with Lengnick-Hall et al. (2011) study that noted that creativity and innovation in an organization should be perceived as an instrumental organizational capability, a potential source of organizational effectiveness (Anderson et al., 2014) and a source of competitive advantage (Urbancova, 2013). Also, Weisberg (2006) observed that the theoretical approaches supporting and sustaining creativity and innovation could be categorized into psychodynamic, psychometric, social-personality and pragmatic.

2.1 Climate for Creativity and Innovation

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