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Creativity under constraint : a management sciences perspective

Author

Listed:
  • Guy Parmentier

    (CERAG - Centre d'études et de recherches appliquées à la gestion - UGA - Université Grenoble Alpes, UGA - Université Grenoble Alpes, Grenoble INP - Institut polytechnique de Grenoble - Grenoble Institute of Technology - UGA - Université Grenoble Alpes)

Abstract

The chapter "Creativity under constraint: a management sciences perspective" by Guy Parmentier explores the paradoxical nature of creativity, which requires both freedom and constraints to thrive. In today's fast-paced economic environment, organizations must constantly innovate, making creativity a strategic concern. However, organizations face multiple constraints, including time pressure, limited resources, and procedural challenges. Parmentier discusses various types of constraints and their impacts on creativity. Internal constraints, such as problem definitions and cognitive limitations, can foster creativity by providing clear objectives and encouraging new associations. External constraints, like time and resource limitations, can either hinder or enhance creativity depending on the context. Organizational climate plays a crucial role in moderating the effects of constraints. A supportive climate can turn constraints into challenges that stimulate creativity. The chapter also highlights the importance of openness and collaboration. Opening organizational boundaries to external ideas and communities can enhance creative capacities. However, this openness must be managed carefully to align with strategic objectives and ensure value sharing. In conclusion, managing creativity under constraint requires a delicate balance. Organizations must create a supportive climate, provide clear objectives, and foster a culture of openness and collaboration to overcome the paradox of creativity under constraints.

Suggested Citation

  • Guy Parmentier, 2018. "Creativity under constraint : a management sciences perspective," Post-Print hal-04948896, HAL.
    • Handle: RePEc:hal:journl:hal-04948896
    as

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