How does Creativity Impact Business Processes?
Business processes that involve creativity differ from conventional business processes in many respects: they have a low level of repeatability, typically are high value-add processes, are knowledge-intensive, involve creative persons, have a high demand for flexibility and are characterized by particular (creative) risks. Consequently, for the IS discipline there arise a couple of research questions in this context. The goal of this interpretive research is to develop a theory of creativity-intensive processes that can inform organizational design and the design of information systems. The central theme of this research is the awareness that creativity must be perceived as a part of business processes – that is, part of goal-oriented acting within an organization that comprises of both creative and non-creative activities. In this paper, we introduce an initial model of the creativity-intensive process based on a qualitative exploratory study. To do so, we introduce research method and concepts as well as relationships and interactions between concepts. With this paper we aim to motivate further research on the impact of creativity on business processes and business process management within the IS discipline.
Impact and interest:
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|Item Type:||Conference Paper|
|Keywords:||Business Process Management, Grounded Theory, Creativity, Creativity, intensive Process|
|Subjects:||Australian and New Zealand Standard Research Classification > INFORMATION AND COMPUTING SCIENCES (080000) > INFORMATION SYSTEMS (080600) > Information Systems Management (080609)|
|Divisions:||Current > Research Centres > ARC Centre of Excellence for Creative Industries and Innovation
Past > QUT Faculties & Divisions > Faculty of Science and Technology
|Copyright Owner:||Copyright 2008 (please consult author)|
|Deposited On:||26 Jun 2008|
|Last Modified:||29 Feb 2012 13:49|
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