SOCIAL MECHANISMS AND HUMAN RESOURCE MANAGEMENT PRACTICES IN CREATIVITY-BASED ORGANIZATIONS

The aim of this paper is to provide a theoretical and practical background on creativity, clarifying the definitional aspects of the term. It offers evidence of its conceptual categories and answers the following question: How have scientists conceptualized creativity? What concepts should form the essence of creativity? Very few studies have proposed a multi-level model to unlock the black box of creativity. Moreover, as mentioned earlier, in recent years, more and more researchers have defined creativity as a collective process, attempting to understand the underlying mechanisms. However, researchers have largely ignored a specific focus on the mechanisms that enable creativity to occur, as well as a joint exploration of the categories "creation," "outcome," and "interaction." It is also suggested that managers at all levels who wish to encourage creativity and innovation within their organizations should carefully select recruits, evaluating personal characteristics and skills such as creative thinking, imagination, and intuition. They should also create an appropriate environment where these potentially creative individuals can work and collaborate, promoting individual involvement in the creative act and encouraging employees to find better ways to do things. This means that human resource management practices play a crucial role in identifying, attracting, and retaining the best talents.