REVIEW How to kill creativity
REVIEW
1) Reviewer information:
Name: Moroşanu
Surname: Georgiana Alexandra
Group: 950
2) Reviewed article information:
Title: How to kill creativity
Author/authors: Teresa M. Amabile
Journal title and publication date: Harvard Business Review, September-October 1998
3) Main research area of the article:
The main research area of this article is the creativity field, more precisely the study of the creativity within organizations. Even the terms “business creativity” are a proof that this article is positioned in this particular field.
4) Objective/objectives of the article:
The purpose of this article is to discuss a situation in a business environment that can be beneficial for both the managers and the employees, regarding the creativity in the workplace. Moreover, this article presents us some practices through which the creativity at the workplace can be stimulated and killed.
5) Field literature review:
First of all, the article starts with a question, “What is business creativity?”. The purpose of this question is that, while many associate the word creativity with arts, there is also a place for creativity in the business environment. Furthermore, about 80% of companies’ managers think that creativity is just in the marketing and R&D departments, but this is not true because creativity can be seen in the accounting department, too. According to Teresa M. Amabile, “creativity is a function of three components: expertise, creative-thinking skills and motivation”. The expertise means knowledge, the creative-thinking skills refer to how people approach problems and motivation is the desire to do something. While the first two components are important, this article focuses on the third one, namely the motivations and its two elements: “how motivation impacts creativity” and “how we, as managers, influence creativity through motivation”. Furthermore, there two types of motivation, such as: extrinsic motivation and intrinsic
1) Reviewer information:
Name: Moroşanu
Surname: Georgiana Alexandra
Group: 950
2) Reviewed article information:
Title: How to kill creativity
Author/authors: Teresa M. Amabile
Journal title and publication date: Harvard Business Review, September-October 1998
3) Main research area of the article:
The main research area of this article is the creativity field, more precisely the study of the creativity within organizations. Even the terms “business creativity” are a proof that this article is positioned in this particular field.
4) Objective/objectives of the article:
The purpose of this article is to discuss a situation in a business environment that can be beneficial for both the managers and the employees, regarding the creativity in the workplace. Moreover, this article presents us some practices through which the creativity at the workplace can be stimulated and killed.
5) Field literature review:
First of all, the article starts with a question, “What is business creativity?”. The purpose of this question is that, while many associate the word creativity with arts, there is also a place for creativity in the business environment. Furthermore, about 80% of companies’ managers think that creativity is just in the marketing and R&D departments, but this is not true because creativity can be seen in the accounting department, too. According to Teresa M. Amabile, “creativity is a function of three components: expertise, creative-thinking skills and motivation”. The expertise means knowledge, the creative-thinking skills refer to how people approach problems and motivation is the desire to do something. While the first two components are important, this article focuses on the third one, namely the motivations and its two elements: “how motivation impacts creativity” and “how we, as managers, influence creativity through motivation”. Furthermore, there two types of motivation, such as: extrinsic motivation and intrinsic