A Qualitative Exploration to the Drivers of Radical and Incremental Creativity

The purpose of the research is to explore the drivers of radical and incremental creativity in developing country particularly in textile and apparel industry of Bangladesh. Although the recent explosion, growth, and development of creativity, the current investigations have yet to rethink how radical and incremental creativity can be enhanced over time in the developing country context. According to extant research, the factors that influence the enhancement of radical and incremental creativity in developing countries are distinct from those in developed countries. Furthermore, the traditional research model—which has many flaws, including incompatibility, a knowledge-evidence gap, specific respondents, poor prediction capacity, etc.—was used in the majority of creative studies. Therefore, the main objective of this research is to explore the drivers of leader-follower centric for enhancing radical and incremental creativity. In-depth interviews as well as purposive and convenience sampling were used to collect data from the CEOs of the TMOs. Grounded theory and theme analysis are used to describe the conditions and elements that foster creative thinking and creativity. Based on the results, it seems that textile industry leaders are impacted by a participatory atmosphere that allows for individual freedom and encourages creativity. Not only did they create incentive schemes to spur creativity in the workplace, but they also used daily interaction-based activities to promote workers’ radical and incremental creative behaviors and creativity. Accordingly, grounded theory and thematic analysis are used to explain the state and factors of creativity. The results show that a participative atmosphere that allowed for autonomy and encouraged creativity through a variety of leadership techniques had an impact on industry leaders in the textile sector. They also created incentive programs to promote creativity within their companies and employed daily interaction-based techniques to inspire employees’ radical and incremental creative behaviors. Therefore, this study explores the new contextual five drivers like “participative leadership,”“creative process engagement,”“leader creativity expectations,”“radical creativity,” and “incremental creativity” to re-conceptualize creativity. The research has significance for managers looking to enhance both radical and incremental creativity for innovation in their organizations by creating systems of rewards and incentives in addition to initiatives for team and executive development. The research being conducted has relevance for managers looking to enhance both radical and incremental creativity for innovation in their organizations by creating systems of rewards and incentives in addition to initiatives for team and leadership development.