Examining the factors influencing organizational creativity in professional sport organizations |
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| Institution: | 1. East Tennessee State University, Department of Sport, Exercise, Recreation, and Kinesiology, Box 70671, E224 MHSA Athletic Center, Johnson City, TN, 37614, United States;2. George Mason University, School of Recreation, Health and Tourism, 4400 University Drive, MS4D2, Fairfax, VA, 22030, United States;1. Metro 212, Dept. 6606 615 McCallie Ave., Chattanooga, TN 37403-2598, University of Tennessee at Chattanooga, United States;2. 1200 Grandview Ave., Des Moines, IA 50316, Grand View University, United States;3. Metro 108, Dept. 6606 615 McCallie Ave., Chattanooga TN 37403-2598, University of Tennessee at Chattanooga, United States;4. 615 McCallie Ave., Chattanooga TN 37403-2598, University of Tennessee at Chattanooga, United States;1. School of Sport, Tourism and Hospitality Management, Temple University, Philadelphia, PA, 19125, USA;2. Faculty of Kinesiology & Health Studies, University of Regina, 3737 Wascana Parkway, Regina, SK, S4S 0A2, Canada;1. University of South Carolina, United States;2. Temple University, United States;3. Virginia Commonwealth University, United States;1. Department of Recreation, Sport and Tourism, University of Illinois at Urbana-Champaign, 219 Huff Hall, MC-584, Champaign, IL 61820, USA;2. Management Discipline Group, University of Technology, Sydney, Australia;1. Digital Marketing Associate, Nine Line Apparel, 450 Fort Argyle Road, Savannah, GA, 31419, United States;2. Marketing Department, Parker College of Business, Georgia Southern University, P.O. Box 8154, Statesboro, GA 30460-8154, United States;3. Department of Marketing and International Business, Foster College of Business, 1501 W. Bradley Avenue, Bradley University, Peoria, IL, 61625, United States |
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| Abstract: | Increasingly, globalization and the adoption of a market economy have made innovation fundamental for the success of professional sport organizations. Yet oligarchical league structures, isomorphic and hyper-traditional cultures, and hierarchical organizational structures can enhance or hinder organizational creativity, the beginning stage of the innovation process. Therefore, the purpose of this research is to determine the antecedents of organizational creativity in professional sport organizations. Perception of organizational creativity is theorized to be influenced by employee creativity, work environment, and the social interactions of employees. The results, based on a survey of three professional sport organizations’ front offices, indicated perceptions of a work environment with a clear vision and better work processes were associated with greater perceptions of organizational creativity. The lack of relationships between many of the factors theorized to influence organizational creativity, such as an employee’s advice network, could indicate the sport industry is unique in creativity management. This study is the beginning in understanding the first step of innovation, and the processes that influence employees’ perceptions regarding the ways in which their work environment relate to organizational creativity. |
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| Keywords: | Organizational creativity Work environment Creativity Innovation Social network analysis |
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