This paper aims to introduce a new phenomenon related to creative motivation called creative resolve response (CRR). CRR predicts how creative motivation will vary during problem solving.
In total, 66 MBA students were asked to respond at random intervals during different class problem‐solving activities. Participants were asked to rate on two preset scales their perceived certainty of solving the problem successfully and creativity level required. Mean creativity required responses were calculated for subgroups with different cognitive style ranges at each outcome certainty level. T‐tests were used to determine significant differences between various means.
The results suggest that creative motivation will vary systematically as a problem solver's perception of problem solving progress increases in a wax‐wane‐wax pattern.
Post hoc analysis suggested that potentially confounding effects related to problem heterogeneity, learning effects, environment, group interaction and interviewer response bias were not significant. However the relatively small sample size and limited scope of the problem activities suggests that further research is required to establish the extent to which the findings can be generalised.
CRR promises a new form of extrinsic control for managers to enhance creativity via extrinsic motivation. The author makes suggestions on how managers may enhance creativity by influencing employees to reconsider their perceived level of problem‐solving progress.
This paper links expectancy theory, cognitive style and creative motivation, and provides an alternative approach to trying directly to motivate employees to be more creative.
