Informing Science: the International Journal of an Emerging Transdiscipline Volume 19, 2016 Cite as: Olszak. C. M., & Kisielnicki, J. (2016). Organizational creativity and IT-based support. Informing Science: the International Journal of an Emerging Transdiscipline, 19, 103-123. Retrieved from http://www.informingscience.org/Publications/3514 Editor: Raafat Saadé Submitted: November 27, 2015; Revised: May 18, May 24, 2016; Accepted: May 25, 2016 Organizational Creativity and IT-based Support Celina M. Olszak University of Economics in Katowice, Poland celina.olszak@ue.katowice.pl Jerzy Kisielnicki Warsaw University, Poland jkisielnicki@wz.uw.edu.pl Abstract The main aim of this paper is to provide a theoretically and empirically grounded discussion on IT-based organizational creativity support. This study attempts to answer the following questions: (1) what is the issue of organizational creativity and its IT-based support, (2) what is the demand for IT –based organizational creativity support; (3) what are the main determinants and barriers to IT-based organizational creativity support; and (4) what success factors are crucial for IT-based organizational creativity support. This paper presents the analysis results of a survey conducted in 25 selected organizations. The paper provides valuable information on the possibilities of IT applications in organizational creativity support as well as the associated success factors. It makes useful contribution to our better understanding of IT-based organizational creativity support issues. Keywords: Organizational creativity, IT-based organizational creativity support, success factors Introduction Although studies on creativity have been developing for three decades, they have not addressed the essence of organizational creativity and its IT-based support. They have been mainly focused on creative problem solving, creative processes and individual creativity support systems (Cooper, 2000; Dewett, 2003). The issue of IT-based organizational creativity support is still insufficiently investigated. The research studies are fragmented and scattered. Organizational creativity is considered one of the most actively developing research areas. It is asserted that it is a main vehicle of organizational development, the basis for staying in the mar- ket and innovative success (Amabile, 1988; Elsbach & Hargadon, 2006; McLean, 2009; Shin & Zhou, 2007). Organizations face the need to constantly generate new and useful ideas that con- cern products, services, processes, managerial practices as well as competitive strategies. Effec- tive support of acquiring, collecting, stor- ing and analyzing different information resources as well as discovering new knowledge and its rapid dissemination are of crucial importance (Arora & Nandku- mar, 2012; Sirmon, Hitt, Ireland, & Gil- bert, 2011; Zahra, Sapienza, & Davidsson, 2006). Several arguments can be found in the pertinent literature that Information Technologies (IT) enables organizations faster and easier access to information, improving creativity in business process- Material published as part of this publication, either on-line or in print, is copyrighted by the Informing Science Institute. Permission to make digital or paper copy of part or all of these works for personal or classroom use is granted without fee provided that the copies are not made or distributed for profit or commercial advantage AND that copies 1) bear this notice in full and 2) give the full citation on the first page. It is permissible to abstract these works so long as credit is given. To copy in all other cases or to republish or to post on a server or to redistribute to lists requires specific permission and payment of a fee. Contact Publisher@InformingScience.org to request redistribution permission.