TY  - JOUR
  - Doran, J. and G. Ryan
  - 2017
  - June
  - Irish Journal of Management
  - The Role of Stimulating Employees Creativity and Idea Generation in Encouraging Innovation Behaviour in Irish Firms
  - In Press
  - ()
  - Creativity, Idea Generation, Innovation, Componential Theory of Creativity, Ireland
  - 36
  - 1
  - 32
  - 48
  - This paper analyses the impact of stimulating staff creativity and idea generation on the likelihood of innovation. Using data for over 3,000 firms, obtained from the Irish Community Innovation Survey 2008–2010, we examine the impact of six creativity generating stimuli on product, process, organisational and marketing innovation. Our results indicate that the stimuli impact the four forms of innovation in different ways. For instance, brainstorming and multidisciplinary teams are found to stimulate all forms of innovation, rotation of employees is found to stimulate organisational innovation, while financial and non-financial incentives are found to have no effect on any form of innovation. We also find that the co-introduction of two or more stimuli increases the likelihood of innovation more than implementing stimuli in isolation. These results have important implications for management decisions in that they suggest that firms should target their creative efforts towards specific innovation outcomes.
DA  - 2017/06
ER  - 

@article{V286936504,
   = {Doran, J. and G. Ryan},
   = {2017},
   = {June},
   = {Irish Journal of Management},
   = {The Role of Stimulating Employees Creativity and Idea Generation in Encouraging Innovation Behaviour in Irish Firms},
   = {In Press},
   = {()},
   = {Creativity, Idea Generation, Innovation, Componential Theory of Creativity, Ireland},
   = {36},
   = {1},
  pages = {32--48},
   = {{This paper analyses the impact of stimulating staff creativity and idea generation on the likelihood of innovation. Using data for over 3,000 firms, obtained from the Irish Community Innovation Survey 2008–2010, we examine the impact of six creativity generating stimuli on product, process, organisational and marketing innovation. Our results indicate that the stimuli impact the four forms of innovation in different ways. For instance, brainstorming and multidisciplinary teams are found to stimulate all forms of innovation, rotation of employees is found to stimulate organisational innovation, while financial and non-financial incentives are found to have no effect on any form of innovation. We also find that the co-introduction of two or more stimuli increases the likelihood of innovation more than implementing stimuli in isolation. These results have important implications for management decisions in that they suggest that firms should target their creative efforts towards specific innovation outcomes.}},
  source = {IRIS}
}