Organizational Creativity as an Attributional Process: The Case of Haute Cuisine

In this paper, we develop a framework that conceptualizes organizational creativity as an attributional process in which organizational creativity is constantly negotiated between an organization and its environment through ‘entre-relating activities’. Based on an empirical analysis of this process...

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Bibliographic Details
Published in:Organization studies Vol. 39; no. 2-3; pp. 251 - 270
Main Authors: Koch, Jochen, Wenzel, Matthias, Senf, Ninja Natalie, Maibier, Corinna
Format: Journal Article
Language:English
Published: London, England SAGE Publications 01.03.2018
Sage Publications Ltd
Subjects:
Attribution
Creativity
Literature
Negotiation
Organization studies
Organization theory
Organizational change
Organizational effectiveness
Playfulness
Restaurants
Work environment
aesthetic responses
play
being different
attribution process
being one of a kind
haute cuisine
entre-relating
organizational creativity
ISSN:0170-8406, 1741-3044
Online Access:Get full text
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Summary:In this paper, we develop a framework that conceptualizes organizational creativity as an attributional process in which organizational creativity is constantly negotiated between an organization and its environment through ‘entre-relating activities’. Based on an empirical analysis of this process in the haute-cuisine restaurant Rutz in Berlin, we explore four entre-relating activities – surprising, satisfying, stimulating and savouring – through which ‘being creative’ and ‘being considered creative’ are set in relation to negotiate the attribution of organizational creativity. Our findings demonstrate how the sequential performance of these entre-relating activities is consequential for the gradual transition of external evaluations of an organization’s outcomes, from being considered ‘different’ to ‘one of a kind’, and thus the increasing attribution of organizational creativity over time. Our study contributes to the literature on organizational creativity by exploring the interplay between ‘being creative’ and ‘being considered creative’ through entre-relating activities, which is foundational for understanding organizational creativity. Furthermore, our findings put aesthetic responses at the centre of organizational creativity and demonstrate the playfulness of the process through which the attribution of organizational creativity is produced.
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ISSN:0170-8406
1741-3044
DOI:10.1177/0170840617727779