Othman, A A E and Khalil, M H M (2018) Lean talent management: A novel approach for increasing creativity in architectural design firms. Engineering, Construction and Architectural Management, 25(10), pp. 1355-1375. ISSN 0969-9988
Abstract
Purpose: Architecture is classified as one of the creative industries worldwide. However, it is plagued with a number of problems that confine its creativity towards developing innovative solutions that fulfil society needs. One of these pressing problems is the lack of creativity due to the non-utilisation of talented architects. The purpose of this paper is to investigate the role of lean talent management (LTM) as a novel approach to increase creativity in architectural design firms (ADFs). Design/methodology/approach: In order to achieve the above-mentioned aim, a mixed qualitative and quantitative methodology is designed to accomplish three objectives. First, reviewing literature to investigate the concepts of creative industries, motivation, demotivation, talent management (TM), talents utilisation (TU), lean thinking (LT) and lean innovation (LI). Second, presenting and analysing five case studies to explore the integration between TM, LT and LI in real-life context to overcome barriers of creativity. Finally, analysing the results of a survey questionnaire conducted with a representative sample of Egyptian ADFs to evaluate their perception and application of TM as a facilitator for creativity. Findings: The five barriers of creativity encompassed lack of motivation in ADFs and demotivation and lack of TU in ADFs and Architecture, Engineering and Construction (AEC) industry. TM facilitated motivation and eliminated six demotivating factors. The seventh factor was eliminated through LT. In AEC industry, TU was achieved through LI with five considerations. In ADFs, TU can be achieved through LTM. However, two additional barriers have been identified for further investigation. Egyptian ADFs failed increasing creativity with TM solely. Hence, a LTM framework is required. Research limitations/implications: Although the study focussed on architecture as a case for creative industries and targeted Egyptian ADFs, the application of LTM is to be applied at any industry that is talent-based although barriers related to the design process could vary. Originality/value: This paper presents an innovative approach through discussing the integration of lean concepts into TM towards increasing creativity in ADFs. This ideology has received scant attention in construction literature and is the first of its kind in the architectural field. The proposed ideas represent a synthesis that is novel and creative in thought and adds value to the knowledge in a manner that has not previously occurred.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | architecture; design; innovation; integrated practice; knowledge management; novel method |
| Index terms: | society, design process, survey, motivation, integration, methodology, questionnaire, architectural design, knowledge management, case study, creativity, integrated practice, facilitator, architect, investigation |
| Subjects: | psychology, design methods, practitioner, profession, data collection methods, communities and social development, innovation and creative processes, organizational analysis, professional development, management, design practice, research methods |
| Topics: | Organizational Design, Design Practice, Human Resources, Stakeholder Management, Roles and Professions, Business Strategy, Research Practice, Information Management |
| Descriptive scope: | 5 PCTEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here