Abstract
This paper examines how to create a state of curiosity in an organization and what is the relationship between creativity and curiosity. We identify four processes that enable organizational members to transform individual curiosity into a collective and continual state of curiosity for the organization: framing, translating, externalizing and stretching. Based on the analysis of a highly innovative organization in the gastronomy industry, we find that the curiosity processes identified interact with creative processes by being antecedents of creativity (i.e., framing and translating allow ideas generation and experiments to take place) but also facilitating the evaluation of creative outcomes (externalizing and stretching) for further improvements. The processes identified also allow to link different types of curiosity and to move from diversive to specific curiosity; from epistemic to perceptual curiosity; and to bridge individual traits and collective states curiosity, thus contributing to our understanding of organizational curiosity.
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