Researchers find that knowledge hiding at work can erode organizational trust and lead to detrimental outcomes.
Workplace creativity has become increasingly valuable to employers. In the new study researchers found significant differences in how employees in Eastern and Western cultures function best creatively. They found that, due to factors such as power distance and collectivism, social context played a major role.
As the global economy rallies, we see an increase in cultural business start-ups. These creative industries, which include the arts, music, theatre, and so on, are in some ways quite different from conventional businesses. A cultural entrepreneur should take care to understand when their business can rely on social networking, and when it cannot.
Change dominates the modern business landscape. Business as usual can no longer enough outpace the competition. In all sectors of the global marketplace, creative solutions to complex problems prove critical to success. Unfortunately simply hiring creative employees isn’t enough. The perfect creative solution still requires implementation.
In this study, the authors examined circumstances in which creativity is positively or negatively related to firm performance. They argued that the relationship between creativity and firm performance is contingent on riskiness orientation, firm size, and realized absorptive capacity. Findings indicate that creativity decreased performance in firms with risky strategies and positively affected performance in firms able to act on ideas.
Earlier this year, Marissa Mayer, the former Google employee and current Yahoo CEO, ordered employees who were working from home to now work in the office in an attempt to foster more innovation within the company. This raises the question: what fosters innovation?
Topic: Business Strategy, Creativity, Strategic HR Publication: Harvard Business Review (SEPT 2012) Article: Bringing Science to the Art of Strategy Authors: A. G. Lafley, R. L. Martin, J. W. Rivkin, and N. Siggelkow Reviewed By: Megan Leasher Strategic planners sit down once a year. They pride themselves on their scientific