ABSTRACT
Prevailing views of organizational creativity are that organizations need to intervene to enhance individual creativity by adopting structures and practices that facilitate innovation. The core assumption of these views is that employees need training to think creatively and that organizations are fertile grounds which are conducive and supportive for achieving this. We argue that this notion of creativity in businesses has been incorrectly framed. Our proposition is that employees are inherently creative but their creative efforts are thwarted by organizations which in actuality provide hostile grounds for creativity.
