Innovative genius: a framework for relating individual and organizational intelligences to innovation

Article Abstract:

In this article, organizational innovation is viewed as fundamentally cognitive, and the concept of organizational intelligence is developed and related to innovation. Individual and organizational intelligences are conceptualized as being functionally similar (i.e., as purposeful information processing that enables adaptation to environmental demands). Organizational intelligence, however, is a social outcome and is related to individual intelligence by mechanisms of aggregation, cross-level transference, and distribution. A conceptual framework is proposed that relates types and levels of intelligence, moderated by contextual factors, to the two stages of the organizational innovation process: initiation and implementation. Implications for research and management are discussed. (Reprinted by permission of the publisher.)

Intelligence (Psychology), Individual differences, Individual differences (Psychology), Intellect

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The challenge of innovation implementation

Article Abstract:

Implementation is the process of gaining targeted organizational members' appropriate and committed use of an innovation. Our model suggests that implementation effectiveness - the consistency and quality of targeted organizational members' use of an innovation - is a function of (a) the strength of an organization's climate for the implementation of that innovation and (b) the fit that innovation to targeted users' values. The model specifies a range of implementation outcomes (including resistance, avoidance, compliance, and commitment); highlights the equifinality of an organization's climate for implementation; describes within- and between-organizational differences in innovation-values fit; and suggests new topics and strategies for implementation research. (Reprinted by permission of the publisher.)

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Multilevel theorizing about creativity in organizations: a sensemaking perspective

Article Abstract:

Multilevel theory is a powerful tool for mapping out organizational phenomena. Since it demonstrates how organizational members at one level can interact with and influence members at other levels, this construct provides a mechanism for describing the increasing complex processes that occur in organizations. To illustrate its application, a multilevel perspective of creativity in organizations is presented and used to explain how periodic crises can reframe the negotiated order of belief structures about the importance of creativity.

Decision-making, Models, Decision making, Analysis, Management, Executives, Business enterprises, Organizational change, Business creativity

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