Organizational Creative Capabilities

Conclusion

Considering organizational creativity as a strategic capability is not only a scientific approach to better understand the phenomena of creativity in organizations, it is also an approach to identify organizational structures capable of addressing the challenges of the 21^st century. Since Amabile's 1988 article, which emphasized collective and organizational-level creativity, there has been a growing body of work on creativity in organizations within management sciences. However, as we discussed in the introduction, many approaches to organizational creativity lack links to strategic management. They often focus on creativity within organizations, overlooking the organization as a whole with its structure, processes, and routines. The capabilities approach, which advocates that competitive advantage depends on the ability to deploy and coordinate these resources, (Amit and Schoemaker 1993) places organizational creativity as a strategic issue. Moreover, in an increasingly rapid and uncertain VUCA¹ conditions, organizations confront complex issues related to global warming, de-globalization, and technological revolutions. Addressing these challenges require thinking outside the box, generating new ideas, developing new knowledge and, most importantly, developing new ways of thinking, and, finally, to develop new forms of collectives, production processes, solutions, products and services. In this context, mobilizing intelligences and all forms of creativity at all ...