- Oxford Library of Psychology
- The Oxford Handbook of Creativity, Innovation, and Entrepreneurship
- Oxford Library of Psychology
- About the Editors
- Introduction: Integrating Creativity, Innovation, and Entrepreneurship to Enhance the Organization’s Capability to Navigate in the New Competitive Landscape
- Leadership and Creativity: The Mechanism Perspective
- Empowerment and Employee Creativity: A Cross-Level Integrative Model
- Rewards’ Relationship to Creativity, Innovation, and Entrepreneurship
- Entrepreneurial Creativity: The Role of Learning Processes and Work Environment Supports
- An Identity Perspective on Creative Action in Organizations
- Psychological Bricolage: Integrating Social Identities to Produce Creative Solutions
- The Role of Antagonism in the Identities of Professional Artistic Workers
- Play, Flow, and Timelessness
- The Mood and Creativity Puzzle
- Does Passion Fuel Entrepreneurship and Job Creativity?: A Review and Preview of Passion Research
- Creativity in Teams: A Key Building Block for Innovation and Entrepreneurship
- Social Networks, Creativity, and Entrepreneurship
- A Cross-Level Perspective on Creativity at Work: Person-in-Situation Interactions
- Ethics and Creativity
- A Cross-Cultural Analysis of Creativity
- Is All Creativity Created Equal?: Exploring Differences in the Creativity Processes Across the Creativity Types
- Organizing Creativity: Lessons From the Eureka! Ranch Experience
- Business Innovation Processes
- Innovating Without Information Constraints: Organizations, Communities, and Innovation When Information Costs Approach Zero
- Product-to-Platform Transitions: Organizational Identity Implications
- Business Model Innovation: Toward a Process Perspective
- Institutional Innovation: Novel, Useful, and Legitimate
- Dynamic Managerial Capabilities: A Perspective on the Relationship Between Managers, Creativity, and Innovation in Organizations
- Prigogine’s Theory of the Dynamics of Far-From-Equilibrium Systems: Application to Strategic Entrepreneurship and Innovation in Organizational Evolution
- Why Aren’t Entrepreneurs More Creative?: Conditions Affecting Creativity and Innovation in Entrepreneurial Activity
- Entrepreneurship as Emergence
- Corporate Entrepreneurship: Accelerating Creativity and Innovation in Organizations
- Entrepreneurial Identity and Resource Acquisition: The Role of Venture Identification
- Socioemotional Wealth: An Obstacle or a Springboard to Creativity, Innovation, and Entrepreneurship in Family Firms?
Abstract and Keywords
This chapter discusses the relationship between ethics and creativity. After introducing some common working definitions of ethics, the discussion focuses on how creativity, both as a product and as a process, relates to several ethical issues in a variety of ethical domains, with a particular focus on four types of behavior: uncreative and unethical, uncreative and ethical, creative but unethical, and creative and ethical. It is suggested that inadequate and ambiguous attention to creativity’s usefulness or appropriateness, along with an overemphasis on its novelty, leads to an oversimplified understanding of the relationship between creativity and ethics. The chapter concludes by proposing three possible means for promoting ethical creativity and reducing unethical creativity and briefly discusses some potential research directions on the relationship between these two complex concepts.
Dr. Long Wang is an Assistant Professor of Psychology at the City University of Hong Kong.
J. Keith Murnighan is the Harold H. Hines Jr. Distinguished Professor of Management and Organization in the Department of Management and Organizations at the Kellogg School of Management of Northwestern University.
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