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organisation’s activities. Thus, the respondents were asked whether they thought the
environment at their organisation was conducive to creativity. They were given six statements
and asked to agree or disagree with them (response options: totally agree, agree, neither
agree nor disagree, disagree, strongly disagree). Responses to the statement ‘your
organisation willingly implements innovation’ were divided almost equally (totally agree
(23%), agree (22%), neither agree nor disagree (25%), disagree (26%) and strongly disagree
(4%)). A reverse, but even distribution was in case of the statement ‘your organisation
tolerates unusual creative behaviours and chaos during the creative process’ (totally agree
(4%), agree (34%), neither agree nor disagree (11%), disagree (25%) and strongly disagree
(26%)). Analysis of the responses to other statements leads to a conclusion that many
organisations are refocusing on the improvement of creative thinking and creative knowledge
dissemination processes, and are creating an environment that enables employees to work
creatively and to spread and share the existing knowledge (Figure 4).
Figure 4. Respondents’ responses about changes in the organisational environment when creativity is present.
Analysis of the dependency of responses on the respondents’ sex, position and length of
service showed no significant differences. However, the comparison of average responses
revealed that organisational environment in terms of creativity was slightly more positively
viewed by male executives than female executives and those with 16 years of service.
To learn about expectations for more open and direct cooperation, the respondents were
asked what they expected from their managers and co-workers to help them open up their
creativity, collaboration and knowledge sharing. The responses show that the respondents
mostly expect understanding (17%), goodwill (16%) and tolerance (15%) from their
executives, while executives expect motivation (15%), initiatives (12%), openness to
innovation (12%), pro-activeness (10%) and courage to act (8%) from their employees
(Figure 5).
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