Dancing in the dark: creativity, knowledge creation and (emergent) organizational change

Abstract

Purpose

The aim of this paper is threefold: to provide a framework for a better understanding of the relationship between creativity, knowledge creation/sharing, and organizational change; to define the key elements at individual and collective level that may contribute to the development of organizational spaces that favour a climate for creativity and knowledge creation as precondition of “emergent change”; and to contribute to the development of a multi-perspective approach to creativity and knowledge creation in twenty-first century organizations.

Design/methodology/approach

The paper begins with a review of the emergent non-linear change theories and the change-related processes of knowledge creation. It uses the metaphor of dance to explore the relationship between emergent change and knowledge creation and sharing, and identifies the main factors that may impact this relationship.

Findings

The authors' framework suggests that the identified factors act as precondition to emergent change. These factors are critical for change management in organizations operating in today's chaotic environment.

Practical implications

The authors' framework suggests that the identified factors act as precondition to emergent change. These factors are critical for change management in modern organizations. The authors propose guidelines and provide examples how to manage work spaces and facilitate the organizational dance.

Originality/value

Even though the academic literature already offers some evidence about the role and the centrality of spontaneous change, this paper provides a systematic, multi-perspective approach to the understanding and management of social, cultural and individual characteristics of bottom-up organizational change, focusing on its fundamental aspects of creativity and knowledge creation.

Citation

Maimone, F. and Sinclair, M. (2014), "Dancing in the dark: creativity, knowledge creation and (emergent) organizational change", Journal of Organizational Change Management, Vol. 27 No. 2, pp. 344-361. https://doi.org/10.1108/JOCM-12-2012-0197