The Creativity Paradox: Sources, Resolutions, and Directions

Michael D. Mumford, Samuel Todd Hunter

Research output: Chapter in Book/Report/Conference proceedingChapter

2 Scopus citations

Abstract

In their articles on "Innovation in Organizations: A Multi-Level Perspective on Creativity," Robert Sternberg, along with Jane Howell and Kathleen Boies, broach a critical question bearing on the nature of creativity in organizational settings. Why is creativity in organizations so difficult even though organizations say they want creativity? In the present chapter, we examine some likely sources of this paradox and the ways one might go about resolving this paradox. Subsequently, we discuss directions for future research.

Original languageEnglish (US)
Title of host publicationMulti-Level Issues in Strategy and Methods
EditorsFred Dansereau, Francis Yammarino
Pages105-114
Number of pages10
DOIs
StatePublished - Dec 1 2005

Publication series

NameResearch in Multi-Level Issues
Volume4
ISSN (Print)1475-9144

All Science Journal Classification (ASJC) codes

  • Economics, Econometrics and Finance (miscellaneous)

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    Mumford, M. D., & Hunter, S. T. (2005). The Creativity Paradox: Sources, Resolutions, and Directions. In F. Dansereau, & F. Yammarino (Eds.), Multi-Level Issues in Strategy and Methods (pp. 105-114). (Research in Multi-Level Issues; Vol. 4). https://doi.org/10.1016/S1475-9144(05)04004-X