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Creativity and innovation have been shown to be an important force in organizational performance and survival (Ford and Gioia, 1995; Dess and Picken, 2000; Shalley, Zhou, and Oldham, 2004; Mumford and Hunter, 2005; George, 2007). Changes in technology, globalization, and increased competition have all created an environment in which creativity and innovation are needed to handle situational demands, economic pressures, and frequent changes (Woodman, Sawyer, and Griffin, 1993; Mumford et al., 2002; Shalley et al., 2004; West et al., 2004). A recent survey by IBM (2010) indicated that addressing rapid changes and uncertainty are viewed as commonplace for managers, and therefore one of the most important skills for managers is that of creative thinking. Consequently, it is not surprising that organizational researchers have shown increased interest in understanding what improves creativity in organizations.
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