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they are treated and valued define both self-perception and performance within the
enterprise and is associated with life happiness in general. Positive mood enhances
creativity. Positive emotions are not only predominant during the process of creative work,
but also appear to be useful and vital for creation. The link between positive moods or
happiness and creative “flow” is described in a Scientific American article where the study
found that “With positive mood, you actually get more access to things you would normally
ignore. Instead of looking through a porthole, you have a landscape or panoramic view of
the world” (Rowe et al. 2007). It is evident that happiness makes people more receptive to
diverse information and results in greater creativity. Moreover, positive moods should
especially serve the purpose of helping employees sustain the energy required to go
through the creativity process from beginning to end. Successful companies understand the
significance of corporate social responsibility in the outside world, but creating a positive
work environment that maximizes human potential and happiness is considered to be a
priority. Creative and positive environment stimulates people to find meaning in their jobs.
A. K. Anderson believes that positive outcomes reinforce one another – as workers become
happier, creativity thrives, performance improves, and so on.
Creativity is the path forward for successful enterprises implementing CSR principles. CSR
requires adopting five new principles (see Figure 2) - creativity, scalability, responsiveness,
globality, and circularity (Visser, 2012).
Figure 2. New requirements for CSR (composed by authors according to Visser, 2012).
These principles should be embedded deeply into an organization’s management as
organizations are part of the society as is the society on organizations. The key role of the
organizations is to develop the society. Visser (2012) claims that in order to succeed in the
CSR revolution, we will need innovation and creativity. Any business is creative and
innovative by its nature. What is different about the Age of Responsibility is that business
creativity needs to be directed to solving the world’s social and environmental problems. W.
Visser (2012) provides some practical steps to increase creativity:
Building social and environmental criteria into the core R&D function.
Having forums, suggestion boxes and competitions where employees and
other stakeholders can have their innovative ideas recognised and rewarded.
Actively supporting, investing in and partnering with social enterprises, social
entrepreneurs and "intrapreneurs" (entrepreneurs within the organisation).
Having diverse stakeholder representation on advisory boards and acting as
non-executive directors that can challenge the status quo.
Fostering leaders that do not punish mistakes, but rather encourage a culture
of experimentation and learning.
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