Six models to understand and creativity in organizations

Abstract

This article provides an in-depth review of six key conceptual models of organizational creativity, aiming to clarify what creativity truly means in the business context and how it can be strategically managed. Through a critical analysis, it explores both common perceptions and frequent misconceptions surrounding the term ́creativity ́, highlighting its excessive or imprecise use in organizational language. The paper proposes concrete approaches to overcome these biases by fostering a deeper and more structured understanding of the creative phenomenon. It closely examines Amabile’s Componential Model, Kaufman and Beghetto’s 4C Model, Gardner’s theory of Multiple Intelligences, Csikszentmihalyi’s Systemic Perspective, the Creative Problem Solving model, and the Open Innovation approach. Taken together, these models allow creativity to be approached as a dynamic process involving both individual and contextual factors. They also emphasize the importance of combining flexible structures with validation criteria, promoting a creativity management approach that is rigorous, inclusive, and focused on achieving tangible results within organizations.