Advertisement

Critical Factors in Managing Creativity in an SME Global Challenger

  • Sandhya Sastry
Conference paper

Abstract

Purpose – The purpose of this chapter is to examine the creative environment in an enterprise with global reach, an SME global challenger, and to identify factors that are critical to building a sustainable competitive advantage in a high-value technological industry such as clinical research. The creativity preferences and internal environmental profile of BetaNova, an SME from India, is assessed in a post-merger integration (PMI) scenario. Organisational factors related to shaping creative work culture are identified as a first step towards building theory, as this area of management is as yet unexplored.

Design/methodology/approach – As existing research is sparse in this area, the study used an exploratory research followed by a survey of key employees of BetaNova, with the objective of examining the internal creative environment and how its leadership can better realise creativity and innovation synergies. Key levers of creative environment and management are identified, and the impact of an enabling environment on innovation success discussed.

Findings – The current internal creative environmental profile of BetaNova is analysed. The research identifies factors in developing a creative environment and in resolving creativity-related cross-border integration issues. Findings reveal that while cultural settings can affect employees’ creativity, to communication and learning, opportunities may have a greater impact.

Practical implications – The research outcomes identify implications for the leadership of SME global challenger such as BetaNova in PMI scenarios and provide clear signposts to building intercultural creative environments.

Keywords

Dynamic Capability Young Firm Creative Idea Sustainable Competitive Advantage Creative People 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Amabile T (1996) Creativity and innovation in organizations. Harvard Business School Publishing, BostonGoogle Scholar
  2. Athreye SS (2005) The Indian software industry and its evolving service capability. Ind Corp Change 14(3):393–418CrossRefGoogle Scholar
  3. Autio E, Sapienza HJ, Almeida JG (2000) Effects of age at entry, knowledge intensity, and imitability on international growth. Acad Manage J 43(5):909–925CrossRefGoogle Scholar
  4. Carayannopoulos S (2009) How technology-based new firms leverage newness and smallness to commercialize disruptive technologies. Entrep Theory Pract 33(2):419–438. Wiley-BlackwellCrossRefGoogle Scholar
  5. Churchill G (1979) A paradigm for developing better measures of marketing constructs. J Mark Res 16(1):64–73Google Scholar
  6. Churchill C, Lewis VL (1983) The five stages of small business growth. Harv Bus Rev 61(3):30–50Google Scholar
  7. D’Este P (2002) The distinctive patterns of capabilities accumulation and inter-firm heterogeneity: the case of the Spanish pharmaceutical industry. Ind Corp Change 11(4):847–874CrossRefGoogle Scholar
  8. Delmar F, Shane S (2003) Does business planning facilitate the development of new ventures? Strateg Manage J 24(12):1165–1186CrossRefGoogle Scholar
  9. Doz Y, Shuen A (1990) From intent to outcome: a process framework for partnerships. INSEAD Working PaperGoogle Scholar
  10. Eisenhardt KM, Martin JA (2000) Dynamic capabilities: what are they? Strateg Manage J 21:1105–1121CrossRefGoogle Scholar
  11. Finkelstein S, Haleblian J (2002) Understanding acquisition performance: the role of transfer effects. Organ Sci 13(1):36–47CrossRefGoogle Scholar
  12. Fong TT (2006) The effects of emotional ambiguity on creativity. Acad Manage J 49:1016–1030CrossRefGoogle Scholar
  13. Ghemawat P, Hout TM (2009) China and India take on the multinationals. Financial Times, February 9Google Scholar
  14. Grant RM (1996) Prospering in dynamically competitive environments. Organ Sci 7(4):375–387CrossRefGoogle Scholar
  15. Gray PH, Meister DB (2004) Knowledge sourcing effectiveness. Manage Sci 50(6):821–834CrossRefGoogle Scholar
  16. Hayward M (2002) When do firms learn from their acquisition experience? Evidence from 1990-1995. Strateg Manage J 23:21–39CrossRefGoogle Scholar
  17. Hitt MA, Ireland RD, Camp SM, Sexton DL (2001) Strategic entrepreneurship: entrepreneurial strategies for wealth creation. Strateg Manage J 22:479–491CrossRefGoogle Scholar
  18. Kogut B, Zander U (1992) Knowledge of the firm, combinative capabilities, and the replication of technology. Organ Sci 3:383–397CrossRefGoogle Scholar
  19. Lane PJ, Lubatkin M (1998) Relative absorptive capacity and inter-organizational learning. Strat Manag J 19(5):416–477Google Scholar
  20. MacKinnon DW (1962) The personality correlates of creativity: a study of American architects. Proc Fourteen Cong Appl Psychol 2:11–39Google Scholar
  21. Martins EC, Terblanche F (2003) Building organisational culture that stimulates creativity and innovation. Eur J Innov Manage 6(1):64–74CrossRefGoogle Scholar
  22. Mody A (1993) Learning through alliances. J Econ Behav Organ 20(2):151–170CrossRefGoogle Scholar
  23. Mumford MD, Scott GM, Gladdis B, Strange JM (2002) Leading creative people: orchestrating expertise and relationships. Leadersh Q 13:705–750CrossRefGoogle Scholar
  24. Priem RL, Butler JE (2001) Is the resource-based ‘view’ a useful perspective for strategic management research? Acad Manage Rev 26(1):22–40Google Scholar
  25. Ramamurti R (2008) What have we learned about emerging-market MNEs? ( chapter 13). In: Ramamurti R, Singh JV (eds) Emerging multinationals from emerging markets. Cambridge University Press, CambridgeGoogle Scholar
  26. Ramamurti R (2012) Competing with emerging market multinationals. Bus Horizons 55(3):241–249, Published for the Kelly School of Business, Indiana UniversityCrossRefGoogle Scholar
  27. Schumpeter JA (1934) The theory of economic development. Harvard University Press, Cambridge, MAGoogle Scholar
  28. Spender JC (1996) Making knowledge the basis of a dynamic theory of the firm. Strateg Manage J 17(Winter special issue):45–62Google Scholar
  29. Teece D (2007) Explicating dynamic capabilities: the nature and micro-foundations of (sustainable) enterprise performance. Strateg Manage J 28(13):1319–1350CrossRefGoogle Scholar
  30. Van de Ven AH, Polley D (1992) Learning while innovating. Organ Sci 3(1):32–67Google Scholar

Copyright information

© Springer India 2013

Authors and Affiliations

  1. 1.Lord Ashcroft International Business SchoolAnglia Ruskin UniversityCambridgeUK

Personalised recommendations