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Can Creativity Make a Difference? Leveraging the Creative Work Environment to Impact Performance in Annual Revenues of Architectural Firms

Received: 20 July 2014     Accepted: 5 August 2014     Published: 20 August 2014
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Abstract

Creativity remains an elusive, intangible contributor to workplace performance despite emphases from psychoeconomic approaches. Few empirical studies investigate creativity’s influence on organizational performance in a manner applied to practice or have differentiated creative versus non-creative domains. It has also been proposed that organizations have yet to establish management frameworks maximizing their creative capital. This study examines responses to an e-survey from staff of five top ranked U.S. architectural practices (N = 90). Study findings identify potential differences between creative versus non-creative domains, factors impacting creativity in the workplace, and the relationship between organizational creativity and annual revenues.

Published in International Journal of Economic Behavior and Organization (Volume 2, Issue 4)
DOI 10.11648/j.ijebo.20140204.12
Page(s) 58-68
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2014. Published by Science Publishing Group

Keywords

Organizational Creativity, Workplace Performance, Values

References
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Cite This Article
  • APA Style

    Katharine E. Leigh, Kenneth R. Tremblay, Jr., Amy M. Huber. (2014). Can Creativity Make a Difference? Leveraging the Creative Work Environment to Impact Performance in Annual Revenues of Architectural Firms. International Journal of Economic Behavior and Organization, 2(4), 58-68. https://doi.org/10.11648/j.ijebo.20140204.12

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    ACS Style

    Katharine E. Leigh; Kenneth R. Tremblay; Jr.; Amy M. Huber. Can Creativity Make a Difference? Leveraging the Creative Work Environment to Impact Performance in Annual Revenues of Architectural Firms. Int. J. Econ. Behav. Organ. 2014, 2(4), 58-68. doi: 10.11648/j.ijebo.20140204.12

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    AMA Style

    Katharine E. Leigh, Kenneth R. Tremblay, Jr., Amy M. Huber. Can Creativity Make a Difference? Leveraging the Creative Work Environment to Impact Performance in Annual Revenues of Architectural Firms. Int J Econ Behav Organ. 2014;2(4):58-68. doi: 10.11648/j.ijebo.20140204.12

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  • @article{10.11648/j.ijebo.20140204.12,
      author = {Katharine E. Leigh and Kenneth R. Tremblay and Jr. and Amy M. Huber},
      title = {Can Creativity Make a Difference? Leveraging the Creative Work Environment to Impact Performance in Annual Revenues of Architectural Firms},
      journal = {International Journal of Economic Behavior and Organization},
      volume = {2},
      number = {4},
      pages = {58-68},
      doi = {10.11648/j.ijebo.20140204.12},
      url = {https://doi.org/10.11648/j.ijebo.20140204.12},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijebo.20140204.12},
      abstract = {Creativity remains an elusive, intangible contributor to workplace performance despite emphases from psychoeconomic approaches. Few empirical studies investigate creativity’s influence on organizational performance in a manner applied to practice or have differentiated creative versus non-creative domains. It has also been proposed that organizations have yet to establish management frameworks maximizing their creative capital. This study examines responses to an e-survey from staff of five top ranked U.S. architectural practices (N = 90). Study findings identify potential differences between creative versus non-creative domains, factors impacting creativity in the workplace, and the relationship between organizational creativity and annual revenues.},
     year = {2014}
    }
    

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    AB  - Creativity remains an elusive, intangible contributor to workplace performance despite emphases from psychoeconomic approaches. Few empirical studies investigate creativity’s influence on organizational performance in a manner applied to practice or have differentiated creative versus non-creative domains. It has also been proposed that organizations have yet to establish management frameworks maximizing their creative capital. This study examines responses to an e-survey from staff of five top ranked U.S. architectural practices (N = 90). Study findings identify potential differences between creative versus non-creative domains, factors impacting creativity in the workplace, and the relationship between organizational creativity and annual revenues.
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Author Information
  • Department of Design and Merchandising, Colorado State University, Fort Collins, Colorado, USA

  • Department of Interior Design, Florida State University, Tallahassee, Florida, USA

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