Creativity as the Ultimate Asset in the COVID-19 Reconfigured Organizational Environment

Abstract

Whereas the COVID-19 pandemic tested the solidity, agility, and resilience of organizations, it as well enhanced a refined debate on the conceptual frameworks that have traditionally been guiding the managerial decisions and organizational structures, policies, and practices. This chapter aims at exploring the impact of the COVID-19 pandemic on knowledge, technology, creativity, and innovation management research, highlighting creativity as the core vector to understand the reconfiguration of the renewed corporate structures and processes. By literature review, it identifies key concepts, assumptions, and theoretical constructs, aiming at highlighting creativity as the core asset to understand how the worldwide organizations have been able to overcome the twofold challenges and opportunities of the recent environmental conditions, defending that creativity hence emerged as the core asset so that organizations could test and reinforce their resilience, boosting overall performance via transversal dynamics to all the organization's structure, stakeholders, policies, and practices.