Wits Business School (ETDs)
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Item Activating Concentrated Curiosity in Problem Construction to enhance Creative Problem Solving(University of the Witwatersrand, Johannesburg, 2024) Greenblatt, Jennifer; Lee, GregoryAs the first stage in the creative problem solving process, problem construction plays a pivotal role in facilitating the creativity of solutions generated. This thesis develops a theory that proposes an approach to optimise two sub-stages of problem construction, namely, the information search and problem framing, and subsequently builds a normative framework based on this theory to provide practical, evidence-based guidelines to improve the effectiveness of creative problem solving in organisations. To date, research into approaches to search for information about the problem has received little attention, and approaches to effectively frame a problem prior to generating solutions are still debated. Furthermore, research findings have not been leveraged to inform an evidence-based normative framework. This thesis comprises four papers. In paper one, the theory is developed based on literature research. In paper two, the theory is tested experimentally by exposing four groups of senior managers in a large financial services company to different experimental conditions and then comparing the creativity of solutions generated using two different approaches to the information search and two different approaches to problem framing. The development of a normative framework in paper three draws on both the theory and experimental findings. In this paper, in-depth interviews are also conducted with problem solvers from various disciplines to test the applicability and relevance of the framework developed to address the information search. The effectiveness of this normative framework is tested in an action research study in paper four, and findings are used to refine the framework and implementation guidelines. This study also serves as a second field test of the theoretical model.Item Redesigning and applying the open innovation contest model to a South African financial firm(University of the Witwatersrand, Johannesburg, 2021) Singh, Ameeth; Ahwireng-Obeng, F.Firms have been experimenting with various forms of innovation in order to overcome the challenges brought about by technology and the Fourth Industrial Revolution (4IR). One particular 4IR approach, Open Innovation (OI), allows firms to access a large crowd of individuals outside the firm and has recorded significant innovations in this way. OI has been used extensively, but some firms have used it differently to others. The Land Bank, for example, opted for internal rather than external OI, by tapping into the creativity of its employees. But, they were not as successful as those firms that used external OI. This is because employee innovation is not straightforward. It requires a different management style to managing external individuals or normal everyday employee working environments. Moreover, there is a lack of research on Open Innovation Contests (OICs) and innovation management practices to assist managers in navigating the complexities of employee innovation. This study has combined these research strands to provide management practices that are best for managing employee innovation. To do this, a qualitative study was undertaken where an interview was used to investigate employee’s experiences and expectations of innovation management. The interview was developed from theory on OICs and innovation management practices and eight employees of the Land Bank were interviewed. The research findings indicated that managing employees for innovation is quite challenging because employees view innovation as something that is out of the ordinary and they expect the firm to use specialized management techniques to inspire and motivate them. Five important themes emerged from the data collected, namely a) Role of leadership in innovation, b) Role of management in innovation, c) Learning and development for innovation, d) Rewarding innovation, and e) Robust innovation process. In the eyes of employees, the leadership team has the most amount of influence and power to make changes and must use these attributes to create a culture of innovation that will encourage creativity and risk taking among employees. Managers, on the other hand, were found to also have an important role to play in innovation. Employees want them to follow a contemporary approach to managing innovation by establishing a work environment that grants employees’ flexibility, autonomy, trust, and respect. Employees are enthusiastic about learning from their mistakes in innovation because it increases their knowledge base and motivates them to continue innovating. Receiving feedback is therefore important to them but they expect to receive feedback in a form that they can understand and incorporate into future innovations. Rewarding employees for their innovation is important to them but they do not always expect to be financially rewarded, especially if firms are experiencing financial constraintsItem The role of creativity in Project Management success(University of the Witwatersrand, Johannesburg, 2021) Padayachee, Vanashree; Lee, GregoryCreativity has always been valued throughout the centuries. This study investigates the role of creativity in project management success. Primary data collection was conducted through an online survey. Analysis was done through the Pearson‘s Correlation and One Way Annova. The results show that the output of the regression analysis indicates that Creativity is significant with a p<0.000 and positive coefficient of 0.920 with standard error of 0.070 suggesting that Creativity has a stronger positive impact on Project Success. The findings should benefit project management specialists by highlighting the importance of creativity in teams in achieving project management success