Fostering creativity in product and service development: validation in the domain of information technology

The Role of Metacognitive Components in Creative Thinking

Metacognition refers to the knowledge and regulation of one’s own cognitive processes, which has been regarded as a critical component of creative thinking. However, the current literature on the association between metacognition and creative thinking remains controversial, and the underlying role of metacognition in the creative process appears to be insufficiently explored and explained. This review focuses on the roles of three aspects of metacognition (i.e., metacognitive knowledge, metacognitive experience, and metacognitive monitoring and control) in creative thinking and offers a primary summary of the neurocognitive mechanisms that support metacognition during creative thinking. Future research is needed to explore the interactive effects of the metacognitive components on creative thinking and to elucidate the function of metacognition during different stages of the creative process.

Collective Creative Problem Solving in Information Technology Distributed Work Teams

Today's evolving business environment requires that organizations combine the talents of diverse and dispersed individuals to develop creative solutions to complex problems. One such emerging concept used by successful organizations to leverage the diverse talents of dispersed individuals is collective creative problem solving (CCPS) in distributed work teams. The purpose of this study was to develop a better understanding of the nature and motivating factors of CCPS in geographically dispersed teams. This goal was accomplished through examining information technology (IT) distributed work teams in a U.S. federal IT organization. Semistructured interviews were conducted with 21 IT specialists to explore the perceptions and lived experiences regarding CCPS of team leaders and team members in IT distributed work teams. Five core themes emerged: (a) developing a strategy to facilitate CCPS in distributed work teams, (b) using team interaction to stimulate CCPS, (c) motivating team members to engage in CCPS, (d) leading CCPS from a distance, and (e) using technology to achieve CCPS in distributed work teams. Based on the conclusions drawn from the study's findings, recommendations are provided for leaders and practitioners to leverage the full capabilities of CCPS in dispersed work environments.