Abstract
Economical endeavors have become complex and hardly predictable processes, making them difficult and overwhelming for companies that fail in being creative and innovative. Managers, in their permanent quest for accommodating the fast-paced changing business needs, are stretching the limits of creativity toward three sought-after borders: “What?,” “How?,” and “What for?” (to create).
The coordinates of the managerial creativity phenomenon spring out of the alternation of the so-called exact activities with those that can be named creative activities. This endless alternation is a consequence of the fact that managerial creativity itself is a continuous investigation state that might become a fundamental attribute of management.
Concrete economical environment elements, along with organizational factors and abstract elements of managers’ own thinking, have critical influences on the creative capacity of managers, both in qualitative and quantitative terms. This makes the attempt of transforming the managerial creativity into an iterative and perfectly explainable process even a harder task for the interested managers and researchers.
The main objective of this paper is to reveal interesting insights on managerial creativity, which could help managers by giving them a plus in efficiency in valuing their held management knowledge with an input of speculative thinking.
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Talpos, M.F., Oncica-Sanislav, D., Grigore, D. (2017). Managerial Creativity Between Native Enhancing Factors and Environmental Influencers. In: Vaduva, S., Fotea, I., Thomas, A. (eds) Development, Growth and Finance of Organizations from an Eastern European Context. Springer, Cham. https://doi.org/10.1007/978-3-319-54454-0_7
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