uncertain problem situations, perform non-trivial tasks, etc. At the same time, it is fairly
believed that only actions of the individual can evidence his/her creativity.
Furthermore, through scientific instruments embodied, in particular, in the model
“Creative Potential Profile”, one can identify the creative potential of the individual
[2]. Based on a convincing, in our opinion, assumption that most people do not realize
their creative potential, the key task of the organization in today’s environment is to
identify and further use the creative potential of its employees.
The interdisciplinary in content effective implementation of creative potential of
individuals for gaining innovative competitive advantages is ensured through the
system of actions using the results of studies and evaluation of the main types of
creative thinking of the organization’s employees. For this purpose, production of new
knowledge in the organization and, in particular, directions and extent of their
distribution depend on the accumulation of mental personal models for implementation
of specific business processes. Such approach can create conditions for capitalization
of the available intellectual assets with subsequent gaining of profit.
Within the framework of identifying creative success factors of Ukrainian
management in large and medium-sized businesses, the results of our questionnaires
are illustrative (Table 2). Pursuant to the author’s methodology, almost 60 parameters
and sub-parameters were evaluated according to a 10-point scale (the maximum
assessment (self-assessment) was 10 points).
Therefore, in our opinion, with a reasonable difference in the estimates of, on the
one hand, managers and employees of domestic companies and, on the other hand,
representatives of branches of foreign companies and joint ventures, the highest rating
have the qualities of flexibility, determination, strategic fit, and the lowest –
insightfulness, self-sufficiency, leadership charisma. The most significant difference is
in evaluation of positive thinking of managers and employees of foreign companies (8.8
and 7.4 respectively) and domestic companies (4.0 and 2.6).
Based on the objective patterns of global qualitative transformations of human and
intellectual capital in international corporate governance, we believe that innovative and
creative thinking and appropriate behavior will be inherent in:
✓
firstly, not only high-tech, but also all other segments of the global economy;
✓
secondly, not only large, but also medium and small-sized companies;
✓
thirdly, not only top management, but also employees of the middle and lower
levels of management.
In general, intellectual, creative, and at the same time responsible development
strategies can be produced and implemented in the appropriate corporate and national
environment integrated into global science and technology and management networks
[25], i.e. in the global management system. The indicative conclusions of foreign
scholars (A. Barner, St. Covey, P. Senge, G. Hamel, H. Mintzberg) regarding formation
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