Abstract
Today's business environment imposes the need to continuously generate creative ideas not only for companies to grow, but also to survive in a hypercompetitive environment. Forming a creative model of organization and stimulating employees' creative behavior is one of the priorities, which can be achieved by establishing a parallel organizational culture and a creative climate. So far, some authors have identified these two terms as equal, while others emphasize the need for their separation. The paper indicates the differences in understanding of organizational culture on the one hand and climate on the other. The subject of the research is reflected in the analysis of the factors of importance for the formation of a creative organization. The paper aims to determine whether or not there is a positive relationship between the experimental climate and the dimensions that describe a creative organization model with a focus on organizational culture. The research hypotheses were generated and empirically analyzed based on a survey conducted on a sample of 145 employees in organizations in the territory of the Republic of Serbia. The survey was developed by combining two methodologies formulated by G. Ekwall, "Creative Climate Model," and T. Amabile, "Organizational Creativity Model." Statistical methods, such as correlation analysis and analysis of variance, ANOVA, were applied in the paper. The obtained results indicate that there is a positive statistically significant relationship between all three dimensions of creative organizational culture, such as flexible management system, motivation for greater achievements and freedom to use resources to form an experimental climate in the organization. Furthermore, by applying ANOVA, it was found that there was a statistically significant difference in the degree of experimental climate prevailing in the organization depending on its size, while no statistically significant difference between the organizations depending on their legal form was confirmed. Finally, the paper highlights management measures to encourage the creation of a creative work environment.
Highlights
Innovations are based on knowledge and they lead to the greater market share and penetration on new markets (Veselinović & Veselinović, 2019), and overall growth and survival of the company (Janković & Golunović, 2019)
The presented model is not significant because the significance is greater than 0.05, which indicates that hypothesis H3 is not accepted and that there is no statistically significant difference in the level of experimental organizational climate depending on whether the employee works in a joint-stock company, limited liability company or a public company
The results of the conducted empirical research indicate that in companies on the territory of the Republic of Serbia employees who want to emphasize their creative nature and contribute to greater innovation at the level of the entire company, give priority to a flexible management system, a motivation system that recognizes creative effort which leads to incremental and radical changes and free flow of necessary resources needed for implementation of innovative projects
Summary
Innovations are based on knowledge and they lead to the greater market share and penetration on new markets (Veselinović & Veselinović, 2019), and overall growth and survival of the company (Janković & Golunović, 2019). The aforementioned is possible by designing a creative organizational culture that employees will perceive as open to new ideas, creative behavior and innovation, and perceive it as an experimental organizational climate. This statement arises from the proven influence of organizational culture on the behavior and performance of employees (Giri & Kumar, 2007) especially innovative ones (Glisson, 2015). It can be said that organizational climate is the perception of employees about their work environment depending on values, policies, procedures at the company level, management that defines, implements, and delegates those as well as practical tasks performed daily by each employee. Organizational culture together with organizational climate has a combined impact on creativity and innovation so that formulated basic assumptions and norms have a role in encouraging creativity, while their implementation which is dependent on employees has an impact on the innovation degree (Isaksen & Treffinger, 2004)
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