Organizational Creativity as an Attributional Process: The Case of Haute Cuisine
提出组织创造力是一个归因过程，通过分析柏林高级料理餐厅Rutz的案例，揭示了四种“entre-relating活动”（惊喜、满足、刺激、品味）如何推动外部评价从“不同”到“独一无二”，从而逐步获得创造力归因。
In this paper, we develop a framework that conceptualizes organizational creativity as an attributional process in which organizational creativity is constantly negotiated between an organization and its environment through ‘entre-relating activities’. Based on an empirical analysis of this process in the haute-cuisine restaurant Rutz in Berlin, we explore four entre-relating activities – surprising, satisfying, stimulating and savouring – through which ‘being creative’ and ‘being considered creative’ are set in relation to negotiate the attribution of organizational creativity. Our findings demonstrate how the sequential performance of these entre-relating activities is consequential for the gradual transition of external evaluations of an organization’s outcomes, from being considered ‘different’ to ‘one of a kind’, and thus the increasing attribution of organizational creativity over time. Our study contributes to the literature on organizational creativity by exploring the interplay between ‘being creative’ and ‘being considered creative’ through entre-relating activities, which is foundational for understanding organizational creativity. Furthermore, our findings put aesthetic responses at the centre of organizational creativity and demonstrate the playfulness of the process through which the attribution of organizational creativity is produced.