Abstract

Several individuals from top management seem to be confused about the difference between creativity and innovativeness. Amabile (1997) suggests that while innovation begins with creative ideas, creativity by individuals and teams is only a starting point for innovation. Individual creativity is necessary but not sufficient to yield breakthrough innovation in organizations. This can sometimes cause confusion in employee development efforts and actions taken by management. Companies often look for ways to hire and retain creative employees and at the same time they are also interested in establishing a creative environment for knowledge workers… but should creativity be the primary focus? These firms hope that creativity enhancing steps will eventually lead to greater innovation and therefore help it to achieve sustained competitive advantage. This paper attempts to demonstrate that there are potentially other dimensions beyond creativity related to innovativeness, which should be considered at the individual level in order to foster innovation in firms. Empirical results in this study support the idea that intrinsic motivational orientation, sociability and political astuteness are enhancers to employee innovativeness while perfection seeking behavior detracts employee innovativeness. These findings may serve to extend Amabile’s (1997) componential framework to center on the “innovativeness” construct versus creativity to help explain how firms need to hire, cultivate and retain the right talent.

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