Can Creativity Make a Difference? Leveraging the Creative Work Environment to Impact Performance in Annual Revenues of Architectural Firms
International Journal of Economic Behavior and Organization
Volume 2, Issue 4, August 2014, Pages: 58-68
Received: Jul. 20, 2014; Accepted: Aug. 5, 2014; Published: Aug. 20, 2014
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Katharine E. Leigh, Department of Design and Merchandising, Colorado State University, Fort Collins, Colorado, USA
Kenneth R. Tremblay, Jr., Department of Design and Merchandising, Colorado State University, Fort Collins, Colorado, USA
Amy M. Huber, Department of Interior Design, Florida State University, Tallahassee, Florida, USA
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Creativity remains an elusive, intangible contributor to workplace performance despite emphases from psychoeconomic approaches. Few empirical studies investigate creativity’s influence on organizational performance in a manner applied to practice or have differentiated creative versus non-creative domains. It has also been proposed that organizations have yet to establish management frameworks maximizing their creative capital. This study examines responses to an e-survey from staff of five top ranked U.S. architectural practices (N = 90). Study findings identify potential differences between creative versus non-creative domains, factors impacting creativity in the workplace, and the relationship between organizational creativity and annual revenues.
Organizational Creativity, Workplace Performance, Values
To cite this article
Katharine E. Leigh, Kenneth R. Tremblay, Jr., Amy M. Huber, Can Creativity Make a Difference? Leveraging the Creative Work Environment to Impact Performance in Annual Revenues of Architectural Firms, International Journal of Economic Behavior and Organization. Vol. 2, No. 4, 2014, pp. 58-68. doi: 10.11648/j.ijebo.20140204.12
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