Effect of Time Pressure to the Relationship between Organizational Innovation Climate and Creative Outcomes

THESIS PROPOSAL Effect of Time Pressure to the Relationship between Organizational Innovation Climate and Creative Outcomes Student: Truong Minh Ly CHAPTER INTRODUCTION 1.1 Research background Nowadays, in the highly competitive marketplace, ability of making new ideas, better ways, creative things is one of the main factors of a company’s survival Creativity is not only consider as an arsenal of a manager but also a competitive disadvantage of a company Creativity is the production of novel and useful ideas in any domain and successful implementation of creative ideas within an organization lead to innovation (Amabile et al, 1996) From that view, they show that creativity by individuals and teams is a starting point for innovation Thus, creativity is at the individual level, while innovation is at the organizational level (Oldham and Cummings, 1996) There were many studies that related to the relationship between individual and organizational creativity In 1993, Redmond et al showed that the individual creativities are the ultimate source of any new idea while Shalley and Gilson (2004) stated that creative outcomes provides the foundation for organizational innovation Hence, theoretically, the creative performance of employees provides the raw material needed for organizational innovation (Oldham and Cummings, 1996) Besides, creativity at the individual level, through idea generation and implementation, is likely to lead to the development of innovative products at the organizational level Creativity of employees positively influences organizational innovation and on the contrary, it is also under organizational innovation’s influence This research is conducted in Vietnam Acknowledge the results of previous reseaches on the relationship between individual and organizational creativity, my study only concentrates on the influence of time pressure to the above relationship in Vietnam’s organization 1.2 Research objectives In this study, the author examines, gives comment and understands the role of Time pressure in the relationship between Organizational Innovation Climate and Creative Outcomes in Vietnam’s organizations Accordingly, the study aims to answer these below research questions: Question 1: Is there the role of Time pressure in the relationship between Organizational Innovation Climate and Creative Outcomes in the Vietnam’s organizations? Question 2: What is the relationship between Organizational Innovation Climate and Creative Outcomes in the Vietnam’s organizations? Question 3: Is this positive or negative effect? Question 4: How can improve Organizational Innovation Climate and Creative Outcomes in the Vietnam’s organizations under pressure of time? 1.3 Practical significances of the study The results of the study are practically meaningful for impulse innovation and creative process in Vietnam’s organizations The study helps organization to master the roles of Time pressure in the relationship between Organizational Innovation Climate and Creative Outcomes in the Vietnam’s organizations The results of the study will provide necessary measures to improve innovation and creative process, which results in improvement in performance and competition capability The study will also enrich necessary knowledge for people who are wanting to have innovative as well as creative ideas 1.4 Scope and approach Based on the list of corporate that have implemented ERP systems, the author attempts to conduct the study in twenty five companies in Ho Chi Minh, Binh Duong and Dong Nai with “go live” ERP systems The study is conducted in phase: pilot study and main study The purpose of pilot test is to test the content as well as the measurement of scales Then the main study is to test the hypotheses and research model 1.5 Research method The study was carried out within steps relating to two different methods: Qualitative method: The author would use the qualitative method by carrying out group discussions with five experienced people working in the field of ERP business The purpose of this step is to adjust and amend the translated questionnaire suitable with the subjects and purposes of the study Quantitative method: Quantitative study would be carried out based on the data collected from the questionnaire Quantitative study is implemented to evaluate the scale, verify the theoretical model The scale is preliminarily tested the reliability and validity using Cronbach alpha and exploratory factor analysis carried out by the SPSS 20.0 software Multiple linear regression analysis and hierarchical regression would be used to test the proposed model and the hypotheses of the study 1.6 Structure of the thesis This study includes chapters: Chapter 1- Introduction, mentions about research background, research objectives and research scope and approach Chapter – Literature review, provides theoretical and empirical background supporting for hypothesized research model Chapter – Research methodology, is about the methodologies that author used to conduct the research Chapter – Data analysis and findings, discusses about the analysis that author conduct to test hypothesis and to answer the research question Chapter - Conclusion and implication, is about the results, implication, and recommendation for future research CHAPTER LITERATURE REVIEW Literature review: 4.1 Terms’ definition: - What is creativity? How many creative’s definitions are there? - What is innovation? What differences between creative and innovation? - Time pressure - Organizational Innovation Climate - Creative Outcomes - Psychometrics 4.2 Theories of creativity and innovation: a) Goran Ekvall, professor emeritus of organizational psychology at the University of Lund, Sweden spent many years looking at the organizational climatic dimensions which affects organizational creativity Creativity is not something b) Ekvall's Studies in 70's & 80's that can be 'turned on' at will, Ekval took a representative sample of 27 different but rather by the result of long exposure to an organizations and divided them into Innovative(8), term encouraging climate" D Stagnated(4) and Average(15) industries Turnipseed Innovative refers to the ability to develop new products and services quickly, get to market more efficiently and have products with high commercial success stagnated refers to an inability to effectively handle newness and have products which were not as successful c) Another instrument is KEYS: Assessing the Climate for Creativity This approach assesses perceived stimulants and obstacles to creativity in the organizational work environment The key dimensions of creativity are encouragement of creativity (organizational, supervisory and work group encouragement), autonomy / freedom, resources, pressures, and organizational impediments to creativity KEYS was developed by Teresa Amabile, at Harvard University Incrementalism is Innovation's worst enemy N KEYS Negroponte Developed for Center for Creative Leadership by Teresa Amabile, KEYS is a survey instrument which assesses those aspects of the work environment which stimulates or inhibits creativity It does not consider all possible dimensions of the work environment but targets those which significantly influence creativity It is a 78-item paper-and-pencil survey each describing a characteristic of the work environment and scored on a numerical scale to rate the degree to which that characteristic describes the current work environment Theses item ratings form environment scales (6 stimulants and obstacles to creativity) and outcome scales (creativity and productivity in the work) Stimulants to Creativity Organizational Encouragement of creativity (15 items): • • • • fair, constructive judgment of ideas reward and recognition mechanisms for developing new ideas shared vision Supervisory Encouragement of Creativity (11 items): Work Group Supports (8 items): • • • • communicate openness to new ideas constructive challenge trust Freedom (4 items): • • • what work to how to it control over one's work Sufficient Resources (6 items): • • • people funds facilities • information Challenging Work (5 items): Obstacles to Creativity Organizational Impediments (12 items): • • • • • internal political criticism of new ideas destructive internal competition risk avoidance overemphasis on the status quo Workload Pressure (5 items): unrealistic expectations for productivity We propose that time pressure, in the moderate to high levels generally experienced in contemporary organizations, has a direct negative effect on creative cognitive processing According to the componential theory, creativity is determined by the effects of one extraindividual (outside the person) component and three intraindividual (inside the person) components on creative cognitive processing The extraindividual component is the external work environment, consisting of several features of the organizational climate, the work group climate, managerial behaviors, and task constraints – including time pressure for getting the work done The theory focuses on an indirect route by which the work environment might influence creativity – through influences on the intra-individual components However, although it is not explicitly predicted by the theory, a direct effect of time pressure is suggested by a metaphor in the most recent revision of the theory (Amabile, 1996) According to this metaphor, doing a task or solving a problem is like getting through a maze; the comparison derives from Newell, Shaw, and Simon’s (1962) notion that creativity depends on the exploration of the maze of available cognitive pathways Although satisfactory outcomes can be attained by following a straight path (a familiar task algorithm) out of the maze, creative solutions require exploration of unfamiliar territory One recent laboratory study designed to examine the applicability of this maze metaphor revealed that people who allocate more time to exploratory task behaviors are more likely to produce work that is rated by observers as creative (Ruscio, Whitney, & Amabile, 1998) Research hypothesis: Hο1: Employees who perceive a high level of organizational innovation climate will demonstrate a high level of creative outcomes at work Ho2: Time pressure moderates the positive relationship between organizational innovation climate and creative outcomes Employees who work under reduced time pressure demonstrate a high level of creative outcome, when they perceive a high level organizational innovation climate Research Methodology and model: 7.1 Sample: Employees working in Green Power – 35 Ton Duc Thang Street, District 7.2 Measure: This study took the form of a self assessed survey using a six-point Likert scaled, as well as Keys scale of Teresa M Amabile The data gathered was stored automatically in a form that could be used easily for data analysis by SPSS software and give recommendations Observed variables: - Creative outcome - Organizational innovation climate - Time pressure Control variable: - Educational level 7.3 Model: Time Pressure Organizational innovation climate Creative outcome References: Amabile, Teresa M., Conti, R., Coon, H., Lazenby, J., & Herron, M (1996) Assessing the working environment for creativity Academy of Management Journal, 39, 1154-1184 Amabile, Teresa M (1996) Managing for Creativity Harvard Business School, 9-396271 Amabile, Teresa M (1997) Motivating Creativity in Organizations: On doing what you love and loving what you California management review, Vol 40, No Amabile, Teresa M., Barsade, Sigal G., Mueller, Jennifer S., Staw, Barry M (2005) Affect and Creativity at work Johnson Graduate School, Cornell University, 0001-8392/05/50030367/$3.00 Culpepper, Mary Kay (2010) KEYS to Creativity and Innovation: An Adopt – A – Measure Examination The International Center for Studies in Creativity, Buffalo State College, CRS 580 Grant, Adam M., Berry, James W., (2011) The necessity of others is the mother of invention: Intrinsic and prosocial motivations, perspective taking, and creativity Academy of Management Journal, Vol 54, No 1, 73-96 Hsu, Michael L A (2010) Organizational Innovation Climate and Creative Outcomes: Exploring the Moderating Effect of Time Pressure Creativity research journal, 22(4), 378386, 2010 Mishra, L K., Singh, A P (2010) Creative Behavior Questionnaire: Assessing the Ability of Managers to Produce Creative Ideas Journal of the Indian Academy of Applied Psychology, Vol 36, No 1, 115-121 Certification of instructor Student Phạm Quốc Hùng Trương Minh Lý I Creative outcomes: A six-point Likert scale was used (1¼strongly disagree and 6¼strongly agree) I believe that I am currently very creative in my work A great deal of creativity is called for in my daily work Overall, my current work environment is conducive to my own creativity At work, I always promote and champion ideas to others I always investigate and secure the funds needed to implement new ideas II Organizational innovation climate (Keys): Organizational encouragement Supervisory encouragement Workgroup support Freedom Sufficient resources Challenging work Organizational impediments III Time pressure (Keys): Time pressure in the work: - At 7:30 this morning, my team leader asked me what my game-plan was for the day, and could I be available for a roll-out meeting I wrote out on a flip-chart what I thought needed to be done today, looked at the list, and told her it was or days of work Workload Pressure: - I feel a sense of time pressure in my work and I have too much work to in too little time The time pressure was pretty extreme today (theo Time Pressure and creativity – Amabile) I had way too many things to today IV Intrinsic motivation: Today, in my work on the target project, I felt… a involved in my work b I enjoyed my work c motivated by interest in my work d challenged by my work V Creative cognitive processing a Problem or task identification (“I found out that some code I thought was working really isn’t.”); b Preparation (“I talked with a professor from the university concerning photolytic metallization technology … I’m beginning to get some general sense of where I can take this concept and broaden it.”); c Response generation (“Working with two team-mates, I came up with an idea to eliminate the mismatch between [two elements of the hardware].”); d Response validation and communication (“I tried out my pattern adhesive […] in the lab [It] didn’t really work well, but I made some interesting observations that help me understand the problem a little better.”) IV Educational level (Control variable): 10 ... Student Phạm Quốc Hùng Trương Minh Lý I Creative outcomes: A six-point Likert scale was used (1¼strongly disagree and 6¼strongly agree) I believe that I am currently very creative in my work A... that author used to conduct the research Chapter – Data analysis and findings, discusses about the analysis that author conduct to test hypothesis and to answer the research question Chapter - Conclusion... develop new products and services quickly, get to market more efficiently and have products with high commercial success stagnated refers to an inability to effectively handle newness and have products