Abstract
Creativity continues to be regarded as critical for organizational effectiveness. Thus, researchers and practitioners interested in advancing creativity in the workplace have long focused on the role of organizational culture. Although there is debate and discussion on the concept, the belief that organizations need to promote a culture conducive to creativity to survive and thrive in today’s global economy continues to stand the test of time. Accordingly, we begin this chapter with an overview of organizational culture, highlighting seminal theories and models that specify how the construct is conceptualized, manifested, established, and fostered. Next, we discuss the mechanisms by which organizational culture theoretically influences creativity, and underline specific dimensions of organizational culture that have been empirically found to facilitate and hinder it. Here, we pay particular attention to culture dimensions encompassed in (1) the five determinants of organizational culture, (2) the Competing Values Framework, and (3) Hofstede’s cultural dimensions, as these three different frameworks are often drawn upon in the organizational creativity and innovation literature. We conclude our chapter with key considerations for carrying out empirical work, as well as organizational practice, on this important contextual factor for creativity.
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Maliakkal, N.T., Reiter-Palmon, R. (2023). Creativity and Organizational Culture. In: Preiss, D.D., Singer, M., Kaufman, J.C. (eds) Creativity, Innovation, and Change Across Cultures. Palgrave Studies in Creativity and Culture. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-28206-5_4
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