Methods to improve creativity and innovation: the effectiveness of creative problem solving

This chapter focuses on the development of organizational creativity, using the CPS methodology, aiming at demonstrating its effectiveness in using the individual and team divergent thinking improvement in identifying organizational problems. A study was undertaken using problem solving teams in seven companies, in which each individual was submitted to a pre-post test in attitudes towards divergent thinking and asked to express the evaluation of the method. All the information reported in the sessions was recorded. The results indicate a change in attitude favourable to divergent thinking, the provision of a professional, efficient method of organizing knowledge in such a way that can help individuals to find original solutions to problems, and an important way to lead teams to creativity and innovation, according with companies different orientations.

Creativity and problem solving in the development of organizational innovation

This research focuses on creativity and innovation management in organizations. We present a model of intervention that aims at establishing a culture of organizational innovation through the internal development of individual and team creativity focusing on problem solving. The model relies on management’s commitment and in the organization’s talented people (creative leaders and employees) as a result of their ability in defining a better organization. The design follows Min Basadur’s problem solving approach consisting of problem finding, fact finding, problem definition, solution finding and decision implementation. These steps are carried out using specific techniques and procedures that will link creative people and management in order to initiate the process until problems are defined. For each defined problem, project teams will develop possible solutions and implement these decisions. Thus, a system of transformation of the individual and team creativity into organizational innovation can be established.

Creativity, innovation and collaborative organizations

This article intends to make a contribution to the clarification of the concepts of creativity and innovation using a multilevel approach of individual, group and organization, in order to show that these may be better integrated within collaborative organizations. Trying to maintain the principle of the primacy of the individual (creativity) over the business (innovation), we stressed the cognitive and emotional processes (when speaking of creativity) and power and communi- cation (when it comes to innovation). Following on a description of group processes that try to combine creativity and innovation, we address the measurement of innovation, concluding with the need to avoid classifying an organization as innovative or non-innovative. The latter judgment should be left to the market itself. At the organizational level, we gave primacy to the concept of "organizational innovation", as it is within this framework that the best fusion between creativity and innovation may be achieved. Finally, we address collaboration in business as connecting people, ideas, and resources that would not normally interact with each The International Journal of Organizational Innovation Vol 5 Num 1 Summer 2012 2 other. These decentralized organizations operate in such a way that makes it possible to abolish or, at least mitigate, the role of power. We believe that this will ultimately define the future of successful organizations

Sources of local knowledge spillover within the Algarve tourism region: evidence to identify a regional innovation system

Tourism sector in Algarve region is the main engine of regional economy. Although frequently, tourism is considered as a low – moderate innovative sector, tourism competitiveness is still highly dependent on specific features of a Regional Innovation Platform, highlighting the crucial importance of knowledge creation and diffusion, learning, cooperative and collaborative interaction that may evolve to a Regional Innovation System (RIS). Studies of Local Knowledge Spillovers have been frequently focused on empirical evidence provided by regions highly related with manufacturing sectors. Considering a case study in Tourism Algarve Region, emphasizing a theoretical character on the analysis of these areas and using a qualitative methodology, the goal of this study was to provide preliminary evidence of the main sources and vehicles of regional knowledge spillovers used by tourism enterprises. Main information has been obtained using primary information collected from 20 interviews over main stakeholders regarding regional private and public sector. Primary information was complemented with secondary information, a deeply and extensive bibliography revision and also statistical information. Results show that, on the one hand, main sources of knowledge used by micro and small tourism enterprises are human resources and formal and informal networks. On the other hand, large tourism companies are weakly related with regional sources using mainly internal company and economic group resources to generate innovation activities. Regional innovation platform shows clear weaknesses on linkages and coordinated initiatives to promote and support innovation performance of firms hampering to increase tourism competitiveness and regional development.