Creativity in Research Organizations

In this chapter we explore creativity in research organizations. A major problem facing managers is how to structure organizations to conduct research that is effective for the company. Machine-like organizations with their rigid hierarchical structures, tightly specified roles, elaborate decision-making rules and standard operating procedures (SOPS) are highly efficient at performing standard tasks. But they do not do well when it comes to tasks like research, where inputs cannot be standardized, where processes require frequent adaptation, and where outputs must be dynamically tailored for acceptance in fast changing environments. Many researchers on organizations and the psychology of creativity conclude that the best organizational form to carry out non-routine objectives is one that allows maximum flexibility and gives almost unlimited discretion to organization members. Some scholars call this an “organic” form of organization and contrast it with the “mechanical” form associated with traditional bureaucracies.57 In this chapter we draw on some of our own research to suggest that while the mechanical organizational form is not suited to research, the pure organic form also has its problems. We propose a third model.