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Innovation Objectives, Strategies and Firm Performance: A Study of Emerging Market Firms Read chapter Read first chapter

2013 | OriginalPaper | Chapter

Critical Factors in Managing Creativity in an SME Global Challenger

Author : Sandhya Sastry

Published in: Driving the Economy through Innovation and Entrepreneurship

Publisher: Springer India

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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.

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previous chapter Vocational Value Vector (V3) Management in Technical Vocational Education and Training (TVET) for Enhanced Industrial Employability
next chapter E-Governance and the ‘Developing’ Countries: Conceptual and Theoretical Explorations
Footnotes
1
Technology acquisitions is defined as transactions in which the acquired firm operates in a technology industry such as networking equipment, software, medical devices, semiconductors or biotechnology.
 
2
The terms creativity and innovation were used interchangeably during interviews, as it provides a true reflection of how these constructs are referred to in real life.
 
3
The four phases of creativity are (1) problem identification, (2) incubation time to think about a solution, (3) the ‘aha’ moment when you think of an idea and (4) action to share the idea with others.
 
4
Unless otherwise indicated, results were tested and found significant at the 0.05 confidence level.
 
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Metadata
Title
Critical Factors in Managing Creativity in an SME Global Challenger
Author
Sandhya Sastry
Copyright Year
2013
Publisher
Springer India
Book
Driving the Economy through Innovation and Entrepreneurship

Print ISBN: 978-81-322-0745-0

Electronic ISBN: 978-81-322-0746-7

Copyright Year: 2013

DOI
https://doi.org/10.1007/978-81-322-0746-7_49