The process of globalization is progressively reshaping relationships all over the world. It has widely influenced the environment, culture, economic growth and policies, political systems, and societies globally. However, the pace of development is so rapid that even trained experts are unable to regulate, monitor and control its impacts properly.
While implementing any sustainable strategy, an organization has to closely analyze its resources and capabilities such as culture, diversity, human capital, innovation and creativity, as if they are durable, transferable and replicable or not. Creativity and innovation among organizations usually occurs through development and implementation of new mechanisms in a non-traditional way. Any organizational environment constitutes a social and a cultural aspect called the field and the domain respectively. According to Csikszentmihalyi (1999), “creativity occurs when a person makes a change in a domain, a change that will be transmitted through time”. Creativity is essentially a two way process in which people must interact with the field and the domain to achieve certain level of novel variation. The person with specific set of talents and experiences transmits the body of knowledge in context of the cultural system (domain). The social system (field) then evaluates innovation and retains the selected creativeness in context of the domain. For instance, there are people in the field of modern art who decide whether the new paintings deserve to be purchased, collected and added to the domain or not. Amabile (1998) suggests that “within every individual, creativity is a function of three components: expertise, creative-thinking skills, and motivation” illustrated in figure 01. In any organization, however, managers are fully capable of influencing these components via workplace practices and conditions. The intellectual, procedural and technical knowledge comprises the expertise. The novel and unique ways in which people approach certain issues come under the creative-thinking skills component, and the inner spirit and devotion required for tackling or solving a particular issue forms the motivation component. Factors such as challenge, freedom, resources, work-group features, supervisory encouragement, and organizational support affect creativity and can be analyzed to enhance creativity in organizations. It is important to note here that some systemic practices are existent which may also kill creativity. Figure 01: The Three Components of Creativity. Source: (Amabile, 1998) According to West and Farr (1990), innovation is “the intentional introduction and application within a job, work team or organization of ideas, processes, products or procedures which are new to that job, work team or organization and which are designed to benefit the job, the work team or organization”. The process of innovation encompasses both the development of a concept and effective translation of that concept into practice. All organizations are capable of being innovative to certain extent depending on the sources of innovation and many of them consider creativity and innovation as part of their competitive strategies. If a change is beneficial, intentional and novel, it can be rightly regarded as innovation. Economic activities are mostly dependent on finite and limited set of natural resources present on earth. Overexploitation of these limited resources is continuously threatening the global economy, which at its core is embedded in the environment. Industries worldwide are depleting resources of the earth not taking into account the provision of relatively free ecosystem services. The changing patterns of resource scarcity have given rise to a new business model known as Natural Capitalism. According to Lovins et al. (1999), “ ...
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Prior to the actual review and analysis of the related literature obtained from the work of Amabile, Kanter, Van de Ven, Angle, and others McLean was able to differentiate creativity and innovation, and explain the difference between organizational culture and organizational climate.
Issues to consider when creating innovation………………………………………3 -People -Environment -Customers -market availability 4. How the above issues could generate value to the company……………………..5 5. Conclusion……………………………………………………………………….
Greenpeace has been a frontrunner in advocating environmental issues since 1971. The group was formed, as the book of its cofounder Rex Weyler suggests, by ecologists, journalists and visionaries. Through the years the non-profit organization has taken on different advocacy campaigns divided into climate change, forests, oceans, agriculture, toxic pollution, nuclear and peace and disarmament.
Studies prove that there is some creative talent in every individual but it does not flourish in most individuals; it has been noticed that in most of the times, people are unaware of this talent. It only surfaces, when it is nurtured or when an individual experiences some difficult situation.
With sizeable effect on the environment due to business operations, businesses have turned to somehow address the environmental issues through Corporate Social Responsibility (CSR). CSR includes the accounting for the value of impact on the environment including; waste; the
and innovation is extremely necessary for gaining competitive advantage in business because it suggests new and cost effective means of developing products and deliverables for the clients. Besides, the growing environmental pollution and the scarcity of resources arises a need
The four quadrant model of social and emotional intelligence indicates the 26 social and emotional intelligence competencies which are divided into 4 groups that include self-awareness, other awareness, self management and relationship management.
Implementing a new idea becomes a challenge since many always have expectations of it to achieve the set targets. The key ring will be able to perform several functions exemplary. Firstly it will eliminate the usage of paper tickets when one wants to attend an
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