IDENTIFICATION OF STRATEGIES FOR THE DEVELOPMENT OF CREATIVITY

Abstract

There are many views on the concept of creativity, but so far it has not been possible to group all the variety of approaches to its definition on various aspects. The purpose of the article is to clarify the concept of «development of creativity» and identify strategies for the development of creativity on the example of machine-building enterprises. Methodology. The approach to the study and understanding of creativity (as a result, as a process, as an ability (property) of a person and a characteristic of the "creative environment") is considered as a 4P – model of creativity. The matrix is built on integral indicators, which are obtained by the method of multiplicative convolution. The proposed partial indicators were substantiated using the method of multivariate factor analysis, which allowed us to choose the most significant of them. For further analysis of integral indicators we used the improved Harrington scale and determined the level of company's creativity development according to its creative potential and dynamic abilities. Results. In the context of the study, creativity is a process, it is about its development in dynamics. Therefore, the development of creativity is a factor of innovation, which changes in dynamics and considers four components: personality, process, result and climate (or environment), which characterize qualitative change. Having obtained the value of the level of creativity development in the creative and dynamic areas, a strategy for increasing the development of creativity of the enterprise in accordance with the values of integral indicators, based on reasonable indicators, was designed and planned. Having received integral indicators of the level of creativity development in terms of creative and dynamic approaches in quantitative and qualitative dimensions, the determination of strategies for further development of creativity of industrial enterprises was carried out. The coordinates of the positioning of enterprises in the matrix of strategies are integral indicators, and the distribution of the matrix by quadrants is carried out in accordance with the improved Harrington scale. The positioning of the studied enterprises is presented in the form of a matrix. Practical implications. By constructing a matrix of strategies for the development of creativity of machine-building enterprises for 2020, it was concluded that all of the analyzed enterprises have high creative potential and mostly low dynamic capabilities (PJSC «Kharkiv Machine Tool Plant», PJSC «PIVDENKABEL PLANT», PJSC «Kharkiv Electrotechnical Plant «Transvyaz», JSC «Ukrainian Power Ma-chines», PJSC «Kharkiv Electric Equipment Plant», PJSC «Kharkiv Bearing Plant», SSE «Association of Communards» – they are characterized by the traditional strategy). For PJSC «Kharkiv Tractor Plant named after S. Ordzhonikidze» and PJSC «FED» appropriate strategy is offensive. Among the analyzed enterprises in 2020, only PJSC «Electromashina» corresponds to a synergistic strategy, ie has high and dynamic abilities and creative potential. Value/originality. Development of a theme of work solves very important scientific and practical problem – perfection of offers on definition of development of creativity of the industrial enterprises and revealing of strategy of development of creativity of the enterprises. Having defined the strategy of development of creativity of the enterprise, there is a basis for formation of the plan of tactical and strategic actions on development of creativity for the concrete, analyzed enterprise.