There is a different manner of measurement for creativity and innovation occurred in the Small and Medium Enterprises (SMEs). Most likely these type of organizations are having lack of effective measurement and most of the creativity and innovation process is perceived as naturally occurred instead of addressing efforts to develop and support the process of creativity and innovation. As a consequence, the organization will fail to increase its competitiveness as the source of competitive advantage which is creativity and innovation has not been addressed properly (Mc Adam and Keogh, 2004).

However, to generate an effective measurement of creativity and innovation, there are several factors that need to be considered and these factors play important role whether the organization will succeed or fail in measuring creativity and innovation. The proposed factors are emphasizing on the correlation between the measurement of performance and the strategic operation, involvement of all stakeholders in developing the proper measurement to address all diversity and the measurement itself should be flexible so it is able to adapt to any changing circumstances therefore appropriateness and effectiveness still can be achieved (Neely, as cited in Mc Adam et al 2004).

The idea discussed in developing creativity and innovation measurement has led to a deeper understanding that regardless small or large organizations, the process of learning and generating creative ideas should not be neglected and it is necessary to measure how the creativity and innovation will contribute to the achievement of success. Large organizations are able to sustain and keep generating their competitive advantage because of the commitment given in developing good learning environment that encourages more creative and innovative ideas and every contribution generated will be measured properly to the successful of the organization or it can be simplified that creativity and innovation process is addressed.

Meanwhile in the small and medium enterprises, where the innovation and creativity process is sometimes not valued as an important element, the process of gainning competitive advantage is most likely to fail. This is why the SME should support the learning environment and proper measurement of innovation and creativity therefore important knowledge can be created and it can be determined and measured whether this will contribute the achievement of strategic operation. This idea is expected to derive more change in perceiving creativity and innovation, the process and measurement, as important elements within the organisation that need to be developed instead of having the perception that innovation will only occur by itself.

In managing the organization, managers are challenged with several issues ranging from people, resources, systems as well as relationship within the organization. As it is necessary for the managers to address every aspect within the organization in harmony, there is a possibility that some managers are not aware of any issues that might influence the change drivers in the organization. The idea of questionnaire introduced in this article is considered to be an effective way of knowing what is occurring within the organization therefore any issues can be addressed promptly (Sweet and Heritage, 2000).

Questionnaire method gives feedback from everyone on what is happening inside of the organization, thus everyone will work together and understand how they fit within the organization. This method assists managers not only to resolve any critical issues but also to spread the awareness of change. As a consequence all member of the organization will realize what is expected from themselves and able to determine their responsibility on what best to do to achieve the successful change. Some other advantages will derive from knowing the process and inside of the organization, such as better task delegations, improved efficiency and managing the resources effectively (Sweet et al, 2000). It is clear that the main idea of this questionnaire method is to develop dialog or communication amongst everyone in the organization.

In practice, some organizations are still unsuccessful in communicating and encouraging their people to change. This circumstance occurs because of the whole process is not integrated with the business objectives. Therefore, process of communicating, encouraging  and involving should be aligned with the business goals, implemented in daily planning, reflected in the effective use of resources thus not only the performance will improve but also everyone will be ready for the change.

Although the idea of gaining information by questionnaire might be only available to the medium and large organizations as this process might cost money, smaller organization are also expected to adopt this idea by developing communication and encourage every member of the organization to get involved as well as to address any critical issues that might influence the process of change. Therefore, everyone will support and face the expected change in the organization.

In implementing change, there are two major implementation approach that have been suggested; unilateral and participative. Unilateral mainly focus on control and authority techniques. For this reason formal aspects of the organizations can be modified and support of the workforce is not necessary, therefore attitude and behavior will be changed over time. The participative focuses on value, attitudes and skills of the organizational member. The main thinking of this method is to develop the employee support that eventually will develop the commitment and motivation to make the change. (Waldersee and Griffiths, 2004).

The change itself has two different types; behavioral social which refers to transformation of relationship in the organization and technical structural that focuses on design of organizational structure (Beer and Driscoll as cited in Waldersee et al, 2004). Based on survey carried out on managers in number of large organizations,  it is viewed that participative method is more preferable in implementation of behavioral social change and unilateral method is more important in technical structural.

The question will then arise of which method of implementation will suit for every organization in achieving the successful change. It is proposed that any the type of change pursued by an organization will reach a greater outcome by implementing the unilateral method. The conclusion proposed by this article may be opposite to the result from survey conducted. This literature has critically viewed that the relationship of both method of change implementation and change type does not constitute to change success. Although support in the workplace is important in achieving the change outcome, it is not viewed as part of participative approach, it is rather viewed as the function in nature. This support function can be developed by maintaining a proper communication system to build the awareness of everyone within the organization about the expected change.

Although the survey has been conducted in large organisations, the idea proposed in this article is also applicable to smaller organisation. The key idea is in implementing change, it is necessary to build the support function through the communication that will assist the achievement of a better change.

To remain success in the business, there is a need for a company to constantly innovate to distinguish the entity from its competitors. Yet, most of the business entity have found it hard to deal with innovation due to the inability to overcome barriers that they may face. This article provides an effective way that encourages all business entity to act toward those barriers therefore they will be able to improve the organizations’ effectiveness. Many factors may trigger obstacles that lead to the failure of innovation. To overcome this issue, it is not necessary by only looking at one underlying cause but it is also important to look at the four related principal causes that contribute to the failure of innovation. These four causes are leadership behaviors, management processes, people and skill as well as culture and values (Loewe, 2006).

The four causes can be interpreted as everyone and everything that involve within the organisation. Therefore, the organisation is expected to carry a holistic approach that involves from the top level management to the lower hierarchy in developing the innovational environment. Top level management must demonstrate the commitment to the innovation process as one of the most importance value within the company as it will encourage everyone to contribute creative ideas in the supportive environment. Another important issue that must be considered by every organisation is not to adopt one best practice completely. Every entity is different although they may engage in the same industry, thus it is important to tailor the best practice that address the company’s needs.

The idea presented in this article does not seem of having any backwards. Aside of focusing on managing difficulties of innovations in a holistic way, this article has also provided one brief examples on how a company manages its own difficulties. To gain more understanding, perhaps one more comprehensive example of a holistic way in overcoming barriers to develop innovative environment is suggested.

However, this article has indeed supported the importance of power and authority which lays on the top management to influence the process of change within the organization.

There are several critical thoughts that have been emerged in regard to the organizational change. This article describes several issues that are related to the context of change and its environment for the organization. As it is necessary for the organization to have a dynamic movement, the change in organization is expected to bring a better transformation in all aspects if it is possible. For this reason, the organization must be able to deal and know with what is expected from the external and its stakeholders. Hence, to be successful, the management within that organization must employ intelligence and creativity as well as the ability to raise questions and learn (Carnall, 2007).

Moreover, Carnall (2007) has stated theories that concern with the emerging issues of  organizational change, such as critical theory, postmodernism theory and complexity theory. The most interesting idea that lay amongst those theories is the idea of diffusive learning that is emerged from the complexity theory. This idea is the form of learning where learners are motivated to create the learning environment (Emery, as cited in Carnall, 2007). A supportive learning environment will lead everyone within the organization to enhance their knowledge therefore they are able to deliver some constructive ideas and able to adapt to the changing environment. This concept is necessary to be implemented as it will yield a greater benefit for the organization.

However, of many theories that have been stated, there are only few interpretations on how a better transformation can be achieved given in this article. Having said that, the discussion of these theories is indeed stimulating that readers may raise some new critical perspectives. All theories described in this article have defined all elements that relate to the organization change. The understanding of all aspects within the organizations is considered to be one of the best practice in creating simultaneous improvement and to achieve the expected transformation.

The important role of informal networks and how the organization manage the informal networks through the knowledge management is the main discussion in this article. Von Stamm (2003) has defined that the informal networks have come to the attention when the individuals that are the owner of the networks move on, their knowledge will also move. In this situation, an organization will loose its valuable asset, the knowledge resource in its human resource.

Therefore, it is necessary for organizations to manage the informal networks. In doing so, the organizations employ a system named knowledge management. This will enable the managers to retain their informal networks that might be lost and to create a new connection. Von Stamm (2003) has emphasized that innovation occurs when creating new connections. There is no doubt that knowledge management will benefit the organization in many ways.

However, some organizations are still unable to implement this knowledge management with the simple reason of the limited time to set up this system. Considering the advantage given by implementing knowledge management, instead of having difficulties in finding the right resources, wasting more time and money, it is recommended for the organization to set up this system regardless plenty of time and money that would be used during the initial implementation stage.

Although the role of informal networks and knowledge management as well as the benefit of retaining this knowledge management have been elaborated in this article, there is one missing component in this article, which is the disadvantage of this knowledge management. All readers must realize that one thing should come up with the positive and negative limbs. A further discussion with the disadvantage of knowledge management might be necessary.

However, this article has given an idea of why an organization should maintain its informal network through knowledge management. The knowledge management is another mechanism for sharing knowledge and learning, where the organization can look back onto previous experience that have been retained in the knowledge management. It is indeed a part the learning organization that might benefit for the ongoing innovation.

The involvement of human resource (HR) and its capability in relation to the increasing of organizations’ performance are considered to be the main issue in this article. Furthermore, Karami, Jones and Nada (2008), have carried out this research to further determine the CEO’s recognition of the human resource within the organizations’ performance.

To survive and compete in business environment, organizations are forced to manage its corporate governance from the traditional concept to strategic concept (Guest, 1990; Lahteenmaki et al, 1998). Within this strategic concept, HR is required to be highly involved in the decision making process, which means HR is now having a broader function. The successful of this concept needs the appreciation of the CEO. The top management level must view HR as one of the important feature within the company and recognize employees as a strategic and valuable asset. Hence, any improvement on the human resource capability should be regarded as investment since the organizations will eventually enjoy the outcome of this investment (Karami et al, 2008)

Thus, this knowledge has arrived at the conclusion that human resource managements do have an important role in increasing the organizations’ performance. Yet, this role must be supported by a good corporate governance and the capability of the human resources themselves to contribute to the achievement of organizations’ competitive advantage

The research, however has been done only to a particular population, to small and medium enterprises that engage in electrical and electronic manufacturing sector in UK (Karami et al, 2008). Although the writers have reached a favourable conclusion that there is a strong relationship between highly capable human resources and the high performance of the enterprise, different findings might occur to different industries, therefore readers should not generalize this conclusion. A further research is indeed needed in order to arrive at the comprehensive conclusion.

What has been defined and concluded in this article however encourages the HR people to involve more within the organization and to increase their capability as a means to increase the organizations’ performance. This article can also be considered as an example of HR strategy for the innovation, where HR should develop its capability not only for today’s’ performance but also for future initiatives.

This Article has proposed the idea of how to further improve the creativity at work.
Aside of discussing the three distinct definitions of creativity that focus on different approaches, the article has also examined the measures of creativity, distinguished the difference between creativity enhancement and idea generation as well as elaborated the positive and negative sides of selecting the creativity.

The first part of the article defines creativity into three different approaches, that is creative person, creative product and creative process (King and Anderson, 2002). A different perspective is given by Freeman (1993) mentioning creativity as both social and developmental since it is reflected within the life-history and experiences of a person. The knowledge of creativity definition leads to the understanding of how it should be properly measured but there are possibilities of subjective judgements as defined by writers in the second part of this article. Moreover, King and Anderson (2002) has discussed the elaboration of creativity improvement strategy such as Brainstorming technique by Osborn (1953), training, recruiting new creative individuals and change of the characteristics in the third part of this article. Some strategies for creativity enhancement are somewhat useful for the organization. On the last part of this article, it is explained that every organization must tailor its needs in selecting the best approach to enhance the creativity.

However, this long article has only outlined few strategies for creativity enhancement and minimum case study related to ways to improve creativity at work. Several issues in regard to creativity definitions and measurements are designated here, which are indeed useful but have seemed to divert the attention from the main issue of how to enhance creativity at work. Readers are somewhat need to be presented with more examples and case studies to achieve a greater understanding.

A new knowledge has been risen from this article in spite of the broad discussion of enhancing creativity. The understanding of creativity and its measurements might be useful in the learning process that perhaps may promote other ideas in enhancing creativity not only at work but also in general life.