Creativity and Innovation in Malaysian Organization
Table of Contents Page
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1. Abstract 2
2. Introduction 2
3. Main Content 8
4. Conclusion 18
5. References 20
CREATIVITY AND INNOVATION IN MALAYSIAN ORGANIZATION
1. Abstract Orgnizational creativity and innovation is a complex and multifaceted phenomenon and is influenced by many factors. It may be an environment or a culture which is almost spiritual forces that exists in an organization/company which drives value creation. From an organizational point of view, culture has multiple elements which can serve to supplement an organization’s capability towards creativity and innovation. Thus, inculcating a culture of creativity and innovation is seen as a vital requirement to provide organizations with necessary ingredients to innovate. Different approaches have been implemented with the aim of capturing a framework thriving under enabling conditions and in an atmosphere of receptivity.
This paper explores implication of creativity and innovation to the Malaysian organization environment. Culture, strategy, technology, and other management tools are important in generating effectiveness in the 21st century, creativity and innovation are what drive organizational success in many sectors. However, for creativity to take place, leaders must actively implement strategies that encourage it. Therefore, leadership is the catalyst and source of organizational creativity and innovation. In essence, for organizations to be able to achieve constant innovation, leaders must establish an environment conducive to renewal and build organizational culture that encourages creativity and innovation. Organizational creativity also depends on how leaders encourage and manage diversity in the organization, as well as develop an effective leadership structure that sustains the creativity and innovation process.
2. Introduction
____________________________________________________________
____________
1. Abstract 2
2. Introduction 2
3. Main Content 8
4. Conclusion 18
5. References 20
CREATIVITY AND INNOVATION IN MALAYSIAN ORGANIZATION
1. Abstract Orgnizational creativity and innovation is a complex and multifaceted phenomenon and is influenced by many factors. It may be an environment or a culture which is almost spiritual forces that exists in an organization/company which drives value creation. From an organizational point of view, culture has multiple elements which can serve to supplement an organization’s capability towards creativity and innovation. Thus, inculcating a culture of creativity and innovation is seen as a vital requirement to provide organizations with necessary ingredients to innovate. Different approaches have been implemented with the aim of capturing a framework thriving under enabling conditions and in an atmosphere of receptivity.
This paper explores implication of creativity and innovation to the Malaysian organization environment. Culture, strategy, technology, and other management tools are important in generating effectiveness in the 21st century, creativity and innovation are what drive organizational success in many sectors. However, for creativity to take place, leaders must actively implement strategies that encourage it. Therefore, leadership is the catalyst and source of organizational creativity and innovation. In essence, for organizations to be able to achieve constant innovation, leaders must establish an environment conducive to renewal and build organizational culture that encourages creativity and innovation. Organizational creativity also depends on how leaders encourage and manage diversity in the organization, as well as develop an effective leadership structure that sustains the creativity and innovation process.
2. Introduction
References: Faculty of Arts and Social Sciences Universiti Malaya, 50603 Kuala Lumpur, Malaysia 8. INNOVATION AND TECHNOLOGY TRAJECTORIES IN A DEVELOPING COUNTRY CONTEXT: EVIDENCE FROM A SURVEY OF MALAYSIAN FIRMS April, 2004 ISSN 1941-4668 Vol. 1 Iss. 1, 2008, pp. 39-45 12 R-01, 1997 Svein Olav Nås and Ari Leppälahti Brussels, 9.12.2002, SEC(2002) 1349 Commission Staff Working Paper