The role of intrinsic motivation when managing creative work

Based on literature and empirical data, four managerial advice to promote corporate creativity are presented: abandon reward systems; officially recognise creative initiatives; encourage self-initiated activities; and allow redundancy.

Abstract

While implementing and evaluating computer support for corporate creativity, it was noticed that the sheer presence of technology does not guarantee usage. Factors such as organisational culture and management attitudes seem to have an equally important role, and this observation called for a more focused analysis of the motivational aspects of creativity management. Based on literature and empirical data, four managerial advice to promote corporate creativity are presented: abandon reward systems; officially recognise creative initiatives; encourage self-initiated activities; and allow redundancy.