TY - JOUR
T1 - Philosophical ties that bind practice: the case of creativity
AU - Bailey, J R
AU - Ford, C M
AU - Raelin, Jonathan D
PY - 2009/3
Y1 - 2009/3
N2 - conception, adoption, and implementation of critical actions such as creativity. Delineating positivism and interpretivism, it is argued that the former treats the world as an objective system that can be studied through scientific methods, whereas the latter conceptualizes the world as an ambiguous social construction that cannot be readily apprehended via standard empirical inquiry. This distinction is not drawn to aim another invective against positivist science but to connect it to scientific realism and scientific instrumentalism, revealing iterative mutuality. With the cultural value afforded positivism and the formal training delivered in professional schools, practitioners largely adhere to positivist assumptions. Therefore, after identifying and briefly reviewing the creativity literature as it relates to organizational change and innovation, three contrasts are drawn to illustrate how underlying assumptions prevent practices necessary for effective introduction of creative ideas and actions.
AB - conception, adoption, and implementation of critical actions such as creativity. Delineating positivism and interpretivism, it is argued that the former treats the world as an objective system that can be studied through scientific methods, whereas the latter conceptualizes the world as an ambiguous social construction that cannot be readily apprehended via standard empirical inquiry. This distinction is not drawn to aim another invective against positivist science but to connect it to scientific realism and scientific instrumentalism, revealing iterative mutuality. With the cultural value afforded positivism and the formal training delivered in professional schools, practitioners largely adhere to positivist assumptions. Therefore, after identifying and briefly reviewing the creativity literature as it relates to organizational change and innovation, three contrasts are drawn to illustrate how underlying assumptions prevent practices necessary for effective introduction of creative ideas and actions.
UR - http://www.scopus.com/inward/record.url?scp=59849103376&partnerID=8YFLogxK
UR - http://dx.doi.org/10.1177/1056492608318151
U2 - 10.1177/1056492608318151
DO - 10.1177/1056492608318151
M3 - Article
SN - 1056-4926
VL - 18
SP - 27
EP - 38
JO - Journal of Management Inquiry
JF - Journal of Management Inquiry
IS - 1
ER -