The purpose of this paper is to examine the components of individual creativity which are commonly unrecognized and untapped by managers and organizations. A framework is suggested to leverage these components of creativity for organizational innovation through organizational learning and support.
This paper makes use of grounded theory based on three levels of feedback received from employees of six information technology (IT) companies in India. The paper makes use of qualitative responses (and narratives) received from software engineers, their respective project managers, and HR representatives on various components of individual creativity. Deliberation on the role of respective organizations is also included to tap and leverage the unrecognized components of creativity
The paper provides a framework for practitioners working in IT industries on how to leverage the untapped individual creativity to achieve greater process innovation.
This paper is written from the perspective of the Indian IT industry.
The framework proposed in the study will help organizations to identify and use components to achieve organizational innovation.
In the context of the Indian IT industry, there has been little effort put into identifying and examining the untapped components of individual creativity to build sustainable innovative organizations. Moreover, the findings of the study will help IT companies to build robust models by using various learning interventions.
