Module Code: |
BMA5000 |
Module Title: |
Creativity for Business |
Assignment: |
S2. Individual Report (60%) |
Word Count: |
|
Referencing Convention: |
Harvard Referencing |
Submit via: |
Turnitin on VLE |
Deadline |
7th October 2024, at 23:59 pm |
Module Leader: |
|
Executive Summary
This report has analysed the role of creativity within the John Lewis Partnership, a leading UK retailer. The literature review section included a brief description of the role of creativity and the potential strategies to manifest innovative ideas with an overview of the retail industry. However, some challenges were also identified due to limited resource capability and a lack of funding options to adapt various creative tools or tactics in future aspects. It has been found that the company implements strategies like fostering innovation. Moreover, it faces challenges in adopting creativity. John Lewis can enhance its creative environment for future success by leveraging teamwork and technology.
Table of Contents
Appendix 1 – Interview Transcript Layout 17
Appendix 2: Participant Consent form 19
Appendix 3: the interview plan 22
Appendix 4: Ethics Approval Form for Assignment 2 (CfB) 24
Introduction
According to Weedfald (2022) creativity refers to the ability to break free from traditional concepts, rules, assumptions, logic, and feelings by thinking outside of established boundaries, leading to the creation of original ideas and solutions. This report will analyse the ways by which the John Lewis Partnership manifests creativity within its work culture. The John Lewis Partnership is one of the leading fashion retailers in the UK, employing more than 83,000 employees (John Lewis Partnership, 2024). As of 2023, the company garnered a revenue of 3.78 billion British pounds (Statista, 2024). The company also own the upmarket grocery chain Waitrose. It has around 50 department stores in the UK and sells products ranging from fashion and home textiles to furniture. This report aims to comprehensively analyse the strategies implemented by John Lewis for instilling creativity, by employing a qualitative analysis.
Objectives
To define creativity in the context of a large, established retail organisation like John Lewis Partnership.
To explore the specific ways in which creativity manifests within John Lewis.
To identify the challenges and opportunities that John Lewis faces in encouraging creativity among its employees.
To offer recommendations for how John Lewis can further enhance its creative culture and leverage creativity for future success.
Defining Creativity
MacLachlan (2024) claims creativity is the currency of the current business. A survey of HR professionals across the globe demonstrated that 91% of the participants acknowledge the importance of creativity for employees. Further 94% of the people acknowledge that a company can reach new heights when being guided by a creative leader. Moreover, Sawyer and Henriksen (2024) introduced the fact that creativity can be viewed from two angles including individualistic and socio-cultural. The individualistic angle defined creativity as the ability to generate new mental associations and express them in tangible ways. The socio-cultural lenses defined creativity as the production of something that is deemed both innovative and valuable by others.
What the literature says
Introduction
A literature review can be termed as a summary or document of published articles based on a specific research topic that has already been discussed briefly by other authors (Bilbao Aiastui, Arruti Gómez and Carballedo Morillo, 2021). The LR section includes detailed information on the concept of creativity and the possible strategies to manifest creative ideas in the workplace.
Define creativity
According to Lee et al. (2020), creativity and innovation are considered essential factors for organisational survival and success in identifying market opportunities and enhancing resource allocations. It can be depicted that organisational growth is mainly dependent on creativity and innovation to make certain changes in order to develop its infrastructure to adapt to complex situations. However, a lack of clarity within the workplace and limited future scope might affect the internal functions of the business to establish long-term goals and survive in competitive surroundings. Similarly, the article by Cecere, Corrocher and Mancusi (2020) said that a lack of funding options from external resources could influence the business performance. Thus, it leads to poor manufacturing levels and restricts further execution to adopt modern tools or equipment.
The company should raise social awareness among workers and encourage them to work dedicatedly for profit maximisation. As per Anjum et al. (2020), creativity in the workplace has a crucial role that allows people to develop new innovative ideas based on a specific process or product to resolve internal problems in the business environment. Encouraging innovation also boosts the success of the organisation to enhance its productivity growth and addresses consumers' basic demands to generate potential outcomes. In recent years, a creative business idea mainly helps to make the business more competitive in nature and aids work productivity to bring revolution with updated processes. Lastly, entrepreneurs are considered the key factor for any business to develop a creative mindset and enable them to take higher risks that are associated with embracing innovative ideas in future aspects.
Ways through which creativity can be manifested
There are various ways to foster creativity in the workplace and create a wider range of business opportunities to assist positive outcomes. The article by Gafour and Gafour (2020) highlighted the concept of creative-thinking skills to think out of the box and introduce new innovative ideas to share common goals and approaches in the long run. Besides, collaborative work is also an essential factor to work as a team and inspire creativity for knowledge and resource-sharing in the workplace. Workplace diversity can also motivate workers to work dedicatedly and enable them to evaluate each perspective minutely before making any vital decisions. In contrast, Farida and Setiawan (2022) said that identifying strategic ways in the field of business performance and innovation is quite beneficial to improve the competitive strength of small and medium enterprises (SMEs).
Besides, there are several ways to foster innovation including target audience segments and raising fund options to align with established goals to create a brand value in society. Encouraging collaborative work can lead to higher productivity growth and make informed decisions to promote brand awareness through rewards and recognition strategies. For instance, technological innovation accelerates the fashion industry to create a wider range of market opportunities and serve customers to gain better experiences (McKinsey & Company, 2022). Furthermore, technology can change the nature of the entire business model through innovation to create digital approaches or products and sell them online to reach a wider target audience (Maddyness, 2024). However, the fast-fashion industry is more focused on profit maximisation rather than creating sustainable products to expand its supply chain distributions (WWF, 2024).
Challenges and potential opportunities to encourage creativity
As per Casciani Chkanikova and Pal (2022), creativity and digital transformation in the fashion industry create a wider market opportunity for effective supply chain distribution and enhance sustainable innovations. In the context of business performance, creativity has several benefits to foster innovative ideas and skills among workers and resolve internal problems to enhance employability assets. Therefore, an individual can introduce new ideas and show curiosity to discover solutions which implies a positive impression on the business performance. However, the organisation can also face potential challenges due to limited resource availability and a lack of clarity in the workplace to meet long-term goals. Moreover, it requires huge investment and thinking ability to create consistency in the workplace. For example, the rising cost of living crisis in the UK has a direct impact on the business growth opportunities in the fashion retail industry to optimise its internal functions and invest in online or offline technologies (Mintel Store, 2023). Therefore, it might have a negative impression on the economic growth of the company by reducing customer's purchasing power and failing to meet market demands to build a strong foundation with them.
In addition, it can be depicted that 41% of Generation Z said that they mostly return their fashion items as they might struggle in visualising the product and whether the item will suit them or not while buying online (Mintel Store, 2023). This is also a possible threat for the business to make innovative changes in the fashion segment to attract young generations and insist they purchase its products further. In contrast, the article by Choi (2022) highlighted certain issues in the fashion industry of using 3D technologies including a lack of resource accessibility to afford high-quality digital experiences. Additionally, a lack of textual expression and technical knowledge might affect the internal business functions to survive in the ongoing scenarios.
Strategies for organisations to leverage creativity
According to Ambar (2023) the companies can encourage constructive feedback and create a supportive environment to foster a culture of creativity. This is because a culture that values open communication open communication, respect, and psychological safety lays the foundation for innovation and problem-solving. In specific the company can implement formal and informal feedback channels like performance reviews, 360-degree feedback, and suggestion boxes. However, this strategy is also not without its challenges. For instance, Owen-O'Quill (2020) stated that unawareness, lack of understanding and care attitude of the leaders tend to diminish the effectiveness of the system.
Belsky (2023) further contributed by stating that leaders need to assemble a highly autonomous and motivated team to move in the right direction towards creativity. This team will act as a powerful catalyst to drive innovation and problem-solving. Autonomous teams tend to have the authority and resources to convert decisions into execution and therefore are more likely to take risks and explore new ideas. Morocco these teams can adapt to new challenges by quickly responding to changing circumstances which is crucial in a current fast-paced business environment. However, there are challenges like, if not guided properly can pursue projects which are misaligned with the organisational goals.
Theoretical underpinnings
Social Cognitive Theory (SCT)
As per Al-Dokhny et al. (2021) the social cognitive theory states that the behaviour and performance of learners vary across different learning environments as they seek to gain knowledge within a social context. Due to this observational learning, the employees tend to adopt such behaviours themselves when they see others being rewarded for such creative ideas and behaviours. SCT also emphasises the importance of self-efficacy, where self-efficient employees are more likely to engage in creative activities and persevere through challenges. Therefore, this framework provides a valuable lens to understand the process by which creativity is manifested and fostered within the organisation
Theory of Constraints (TOC)
According to Mishra (2020) the theory of constraints presents five basic steps to remove constraints from a process. This includes pinpointing the constraint, maximising the potential of the constraint, aligning all other processes to support this optimization, improving overall system performance, and continuously repeating the cycle. This may require the firm to consider changing the way the organisation works to address it. Retail organisations especially in the fashion industry can adhere to this framework to remove the bottlenecks of creativity. This may include the company figuring out the factors responsible for slowing down the creative process and prioritising exploiting the identified bottlenecks. The theory generally influences urges the company to make sure that everything within the organisation is aligned with the goals of creativity.
Literature Gap
The research study has discussed the concept of creativity and identified several ways through which innovation can be manifested in the organisation for higher efficiency rates. However, researchers failed to highlight other perspectives on business creativity including its influence on customer retention and significant role in managerial functions due to limited resource capabilities and a lack of in-depth research materials.
Summary
It can summarised that the research work is mainly based on the idea of creativity to influence business transformation and identify certain ways to maintain consistency in future aspects. Besides, certain theoretical concepts were also discussed briefly to align with industrial data to assist the higher accuracy levels and meet the researcher’s expectations further.
Conceptual Framework
Figure 1: Conceptual framework
(Source: Created by the learner)
Data Analysis
Methods
Informed Consent
The rights of the participants have been safeguarded in this research to uphold ethical standards. Informed consent was sought before the interview after providing them with a brief explanation of the objectives and rationale of the research. They were also informed about the voluntary nature of the interview which provided them the option to withdraw from the process at any stage, without any further repercussions. The agreement was further formalised through written consent.
Interview Procedure
Interviews are qualitative research methods that enable the researchers to gain insight into the specific thoughts and perspectives of a person on a specific topic or phenomenon (BRM, 2024). A structured interview has been conducted with the human resource manager of John Lewis Partnership to scrutinise the culture and approach of the company towards creativity.
Data Analysis
A thematic analysis has been done to process the qualitative data. A thematic table has been used here to complement the process. This is one of the common techniques, granting the researcher the option to identify and interpret recurring themes within the responses (Kiger and Varpio, 2020). Subsequently, it was possible to understand the experiences, perspectives, and behaviours of John Lewis Partnership managers regarding creativity.
Reliability and Validity
Reliability reflects the accuracy and consistency of the data that has been collected from the primary or secondary source. Validity, on the other hand, gauges the effectiveness of the results tool (Ahmed and Ishtiaq, 2021). The researcher employed a structured interview guide with uniform questions to strengthen reliability by minimising variation. By designing questions that comprehensively addressed different facets of creativity validity was upheld by the researcher.
Ethical Considerations
The interview has been conducted by complying with all possible key ethical principles including treating participants with respect, obtaining informed consent, preserving anonymity and maintaining confidentiality. All information was stored in password-protected files to comply with the guidelines of the Data Protection Act 2018 (GOV.UK, 2024).
Interview
Manager responses
Question 1: Creativity at John Lewis means thinking outside the box and adapting to a changing retail world.
Question 2: Balancing innovation with efficiency is the biggest challenge in fostering creativity.
Question 3: Empowering teams, promoting learning, and investing in technology can overcome these challenges
Question 4: Digital technology and sustainability offer opportunities for creativity.
Question 5: The employees should be encouraged to take risks and learn from their mistakes.
Question 6: The key to strengthening the creative culture encompasses Diversity, inclusion, and employee development.
Comparative Thematic Analysis
Interview Questions (refer to Appendix 1) |
Theme |
Key elements of the response of John Lewis’s manager |
1 |
Defining creativity in the retail context. |
|
2 |
Challenges in fostering a culture of creativity. |
|
3 |
Overcoming challenges to foster creativity. |
|
4 |
Opportunities for creativity in the evolving retail landscape. |
|
5 |
Supporting employees to take creative risks. |
|
6 |
Strengthening the creative culture and driving future success. |
|
Table 1: Thematic Table
(Source: Created by the learner)
Analysis: : A holistic overview of creativity has been developed from the response of the manager. At John Lewis, creativity is seen as the mindset which pushes the employees to pursue innovation, experimentation and the willingness to challenge the current scenario. Employees are able to identify hidden opportunities and adapt to the dynamic retail landscape when they integrate creativity within their practices. The employees of John Lewis can adapt to the dynamic landscape more effortlessly with the help of a creative culture. The company also finds it difficult to balance creativity and organisational goals together due to the persistence of fear of failure. Strategies like empowering employees, fostering a learning culture and leveraging technology are manifested by John Lewis for creativity. With these approaches, the employees are able to take ownership of their work and thereby takes decision that allows them to experiment and innovate on a continuous basis.
Results
Anjum et al. (2020) contribute to this notion by stating that innovation helps firms meet consumer demands and ultimately improve competitiveness. The findings of Lee et al. (2020) present that creativity is important for organisations to address complex challenges. This resonates with the facts of the interview where the manager stated how creativity helps John Lewis drive innovation. However, contrasting challenges are being pinpointed by authors like Cecere, Corrocher and Mancusi (2020), who identify the presence of external constraints like lack of funding. Creativity within organisations is stifled due to the fear of failure. The company has also induced a practical strategy named ‘fail fast, learn faster’ culture which Encourages the employees to make mistakes and learn from them. Furthermore, creativity within business entities is driven by collaboration and technological innovation.
Conclusion
Creativity can be described as the capacity of an individual within and workplace to think beyond the conventional boundaries. Creativity has been the cornerstone for businesses like the John Lewis Partnership to achieve growth and adaptability. The report also found how companies can remove the barriers that stifle creativity, with the help of frameworks like the theory of constraints. Furthermore, by adopting to the social cognitive theory, John Lewis partnership can develop a creative culture. Various strategies have also been found that are being adopted by fashion brands like John Lewis. For example, this includes development of a work environment that empowers individuals, promotes diversity and leverage technology. However, the process to integrate creativity within the workplace is not without its challenges. The organisations are exposed to internal challenges like a need of balance to induce creativity and achieving the goals at the same time. It is also susceptible towards external challenges like lack of funding.
Reference List
Ahmed, I. and Ishtiaq, S. (2021) Reliability and Validity: Importance in medical research. Methods, 12(1), pp.2401-2406.
Al-Dokhny, A., Darwish, A., Alyoussef, I. and Al-Abdullatif, A. (2021) Students’ intentions to use distance education platforms: An investigation into expanding the technology acceptance model through social cognitive theory. Electronics, 10(23), p.2992.
Ambar, A. (2023) Cultivating a Culture of Creativity: Strategies for Success. Building A Blueprint For Progress, p.1.
Anjum, T., Farrukh, M., Heidler, P. and Díaz Tautiva, J.A. (2020) Entrepreneurial intention: Creativity, entrepreneurship, and university support. Journal of Open Innovation: Technology, Market, and Complexity, 7(1), p.11.
Belsky, I. (2023) Four Ways To Spark Employee Creativity. Available at: https://www.forbes.com/councils/forbestechcouncil/2023/01/13/four-ways-to-spark-employee-creativity/#:~:text=An%20open%20culture%20of%20discussion,expansion%20and%20growth%20are%20cultivated. (Accessed: 21 September 2024).
Bilbao Aiastui, E., Arruti Gómez, A. and Carballedo Morillo, R. (2021) A systematic literature review about the level of digital competences defined by DigCompEdu in higher education. Aula abierta.
BRM (2024) Interviews. Available at: https://research-methodology.net/research-methods/qualitative-research/interviews/ (Accessed: 20 September 2024).
Casciani, D., Chkanikova, O. and Pal, R. (2022) Exploring the nature of digital transformation in the fashion industry: opportunities for supply chains, business models, and sustainability-oriented innovations. Sustainability: Science, Practice and Policy, 18(1), pp.773-795.
Cecere, G., Corrocher, N. and Mancusi, M.L. (2020) Financial constraints and public funding of eco-innovation: Empirical evidence from European SMEs. Small Business Economics, 54(1), pp.285-302.
Choi, K.H. (2022) 3D dynamic fashion design development using digital technology and its potential in online platforms. Fashion and Textiles, 9(1), p.9.
Farida, I. and Setiawan, D. (2022) Business strategies and competitive advantage: the role of performance and innovation. Journal of Open Innovation: Technology, Market, and Complexity, 8(3), p.163.
Gafour, O.W. and Gafour, W.A. (2020) Creative thinking skills–A review article. Journal of Education and e-Learning, 4(1), pp.44-58.
GOV.UK (2024) Data protection. Available at: https://www.gov.uk/data-protection (Accessed: 20 September 2024).
Kiger, M.E. and Varpio, L. (2020) Thematic analysis of qualitative data: AMEE Guide No. 131. Medical teacher, 42(8), pp.846-854.
Lee, A., Legood, A., Hughes, D., Tian, A.W., Newman, A. and Knight, C. (2020) Leadership, creativity and innovation: A meta-analytic review. European Journal of Work and Organizational Psychology, 29(1), pp.1-35.
MacLachlan, J. (2024) Study Shows Businesses Need More Creativity: Here’s How. Available at: https://www.forbes.com/sites/janinemaclachlan/2024/07/24/study-shows-businesses-need-more-creativity-heres-how/ (Accessed: 20 September 2024).
Maddyness (2024) Inside the UK’s rise as the centre of global fashion tech innovation. Available at: https://www.maddyness.com/uk/2024/02/27/inside-the-uks-rise-as-the-centre-of-global-fashion-tech-innovation/ (Accessed: 21 September 2024).
McKinsey & Company (2022) State of Fashion Technology Report 2022. Available at: https://www.mckinsey.com/industries/retail/our-insights/state-of-fashion-technology-report-2022 (Accessed: 21 September 2024).
Mintel Store (2023) UK Fashion Technology and Innovation Market Report 2023. Available at: https://store.mintel.com/report/uk-fashion-technology-and-innovation-market-report (Accessed: 21 September 2024).
Mishra, A.K. (2020) Implication of theory of constraints in project management. International Journal of Advanced Trends in Engineering and Technology, 5(1), pp.1-13.
Owen-O'Quill, J. (2020) Overcoming The 3 Obstacles To Effective Feedback (And 10 Questions To Ask In Your Next Review). Available at: https://www.forbes.com/councils/forbescoachescouncil/2020/01/02/overcoming-the-3-obstacles-to-effective-feedback-and-10-questions-to-ask-in-your-next-review/ (Accessed: 21 September 2024).
Sawyer, R.K. and Henriksen, D. (2024) Explaining creativity: The science of human innovation. Oxford university press.
Statista (2024) Annual sales revenue of John Lewis in the United Kingdom (UK) from 2009 to 2023. Available at: https://www.statista.com/statistics/420216/john-lewis-revenue-uk-united-kingdom/#:~:text=The%20statistic%20displays%20the%20annual,decrease%20from%20the%20previous%20year. (Accessed: 21 September 2024).
Weedfald, P. (2022) Creativity Is The Only Investment That Never Fails. Available at: https://www.forbes.com/councils/forbesbusinessdevelopmentcouncil/2022/05/06/creativity-is-the-only-investment-that-never-fails/ (Accessed: 20 September 2024).
WWF (2024) Fast fashion disaster. Available at: https://www.wwf.org.uk/myfootprint/challenges/fast-fashion-disaster (Accessed: 21 September 2024).
.
Appendices
Appendix 1 – Interview Transcript Layout
Interviewer Name: ABC
Interviewee: Coded name: JLP_MGR_1
Date of Interview: 20. 09. 2024
Transcript:
Questions |
Manager responses |
How would you define creativity within the context of a large, established retail organisation like John Lewis? |
For me, creativity is something more than coming up with new ideas. It requires individuals to cultivate a mindset that encourages them to get involved in innovation and experimentation on a continuous basis. Such a mindset is required by the employees to challenge the established status quo and ultimately develop creative solutions. Overall, it refers to the capacity of the employees to identify opportunities from areas which are unseen by others. |
What are the main challenges John Lewis faces in fostering a culture of creativity among its employees? |
One of the biggest challenge that John Lewis partnership faces in cultivating creativity within the workplace is the establishment of a balance towards innovative practises and organisational goals. This is because on one hand we are responsible for encouraging creativity and on the other hand, we also have to deliver results at the same time. Search for a situation that fits a fear of failure. Which is responsible for choking creativity. |
How do you think the company can overcome these challenges to make creativity more accessible at all levels? |
To address these challenges and make creativity a more accessible concept at all levels, we are working on various initiatives. Firstly, we are empowering our teams so that they are able to take ownership of their projects and make decisions. This freedom will allow them to experiment and innovate continuously without excessive oversight. We the managers at John Lewis Partnership are aiming to instil a mindset within the employees which allows them to perceive failures as opportunities to learn. The company is also planning to leverage the potential of technologies in streamlining the operational processes and reducing bureaucratic barriers. |
What specific opportunities do you see for enhancing creativity within John Lewis as the retail landscape evolves? |
One of the most exciting opportunities for us is the growing preference of consumers towards sustainable and ethical sourcing. This has forced us to look for alternative pathways using creative strategies. Another ground-breaking opportunity has been the evolution of the digital landscape which provided the company with options to induce creativity in the workplace. |
How can John Lewis better support employees to take creative risks while balancing the need for consistent performance? |
The company has planned to implement the fail fast and learn faster’ approach to develop a creative work culture. This will involve the managers to will encourage the employees to try new things. This approach will provide the employees with the required support and resources for getting engaged in creative practises. |
What initiatives or changes would you recommend to further strengthen the company’s creative culture and drive future success? |
I feel that by embracing creativity and innovation, we can continue to dominate the fashion retail market. This can be achieved by fostering a more creative workplace that adheres to the principle of diversity and inclusivity. The company is also looking for options to invest in development programmes that will assist the employees to cultivate the required skills and knowledge. |
Appendix 2: Participant Consent form
Creativity for Business Module Interview
Why is Creativity important for organisations?
Please tick the boxes below if you
agree with the statements.
I confirm that I have read and understood the information for the above study. I have had the opportunity to consider the information, ask questions and have these answered satisfactorily.
I understand that my participation is voluntary and that I am free to withdraw at any time, without giving any reason.
I understand that all information given is confidential and only for the study and that all data will be anonymised.
I agree to take part in the study, to complete a brief set of questions.
I agree to my voice being digitally recorded to transcribe after for the sole purpose of this report.
I agree that the research results can be included in this report only.
If you wish to take part, please write and sign your name below.
Name of participant
|
Signature
|
Date
|
Participant Code: |
FOR COMPLETION BY THE RESEARCHER
I ……………………………………………[insert name], confirm that I have informed the above-named about this research project. I have given them the Information Sheet. To the best of my knowledge, they have understood and have given free and informed consent to become a participant in the research project.
Signed .................................................................. Date ………………..............
Data Protection Act
I understand that data collected about me during my participation in this study will be stored on a computer and that any files containing information about me will be made anonymous. I agree with researchers from Leeds Beckett University recording and analysing this information. I understand that information will be used only for the purpose of this study and my consent is conditional upon the University complying with its duties and obligations under the General Data Protection Regulation (GDPR) and the Data Protection Act 2018. Leeds Beckett University processes data in line with the UK General Data Protection Regulation (GDPR).
To understand how we collect, look after and share your data you should read this Research Participant Privacy Notice [https://www.leedsbeckett.ac.uk/-/media/files/policies/information-governance/upig_research_participant_privacy_notice.pdf]
Participants can withdraw from the study at any point without giving a reason. However, to maintain anonymity and confidentiality we will not ask you for your name or any other information which will identify you during data collection. For this reason, if you do complete a questionnaire and interview but afterwards you wish to withdraw from the study, you can do this up to the 30th of September 2023; the analysis and summarising of the information will have begun by then and it will not be possible to identify the information which came from you.
Information about the study given to participants
An investigative report on why 'creativity is important in organisations'
You are invited to participate in a study conducted by …………………………………. from ‘Bath Spa University'. As part of a Business and Management degree course, level 5 and supervised by the Module Leader. This project is being conducted to investigate the importance of creativity within an organisation.
The information gathered will be in the form of an interview, which will solely be based on the topic of creativity. The findings from this interview will then be transcribed into a report for this module Creativity for Business. Participants will have their views recorded, digitally technology permitted or written down during the interview process.
What will you have to do if you agree to take part?
Once you have finished reading this information sheet, you will be asked to consent to start the interview process. The interview will last approximately 30-45 minutes. You will be asked to answer a series of questions in relation to creativity within an organisation. From these findings, it will then be analysed and converted into a report.
Will your participation in the project remain confidential?
Any responses you provide will be completely anonymous – you will be asked to generate a participant code which will be kept with your responses in case of withdrawal of data. This is the code the interviewer will use when writing out the report. Only the research team will have access to the participant codes. To clarify your responses (anonymous) will solely be used for this report only.
Do you have to take part in the study?
No, your participation in this interview process is entirely voluntary. You are not obliged to take part. If you do not wish to take part, you do not have to give a reason and you will not be contacted again. Similarly, if you do agree to participate, you are free to withdraw at any time during the interview process, if you change your mind.
Please note that once your data has been included in the report for the sole purpose of this Creativity for Business module assignment it cannot be withdrawn. Participants can have access to the final report based on the researchers’ findings.
Appendix 3: the interview plan
Planning your interview for assessment 2, answer each question below.
Who will you interview? (You’re expected to interview one person. You might want to give a few options in case your first-choice interviewee isn’t available)
For this report, my plan is to interview the Human Resource Manager at John Lewis Partnership, as they are the people who can shed light on the creative side of their employees. However, if they are unavailable I may also contact the manager from the operations or research development to gain insights regarding the practises and policies of the company that are associated with creativity.
Where do they work?
The manager works at John Lewis Partnership a renowned fashion hotel brand in the UK.
What kind of job do they do?
The Human Resource manager is responsible for overseeing the human resources and its related functions.
Where will you interview them?
In a serene office environment located within the premises of John Lewis Partnership, I will try to conduct the interview.
How will you record the interview?
To record the interview on my laptop or smartphone, I will be using multiple audio recording applications. However, this process would be informed to the manager and will be conducted only after their written consent has been taken.
When will you conduct the interview?
I will make an effort to arrange the interview in the weekday afternoon or early evening based on the time that suits the manager. The decision will be taken by considering the availability and workload of the manager.
Which questions will you ask in the interview?
How would you define creativity within the context of a large, established retail organisation like John Lewis?
What are the main challenges John Lewis faces in fostering a culture of creativity among its employees?
How do you think the company can overcome these challenges to make creativity more accessible at all levels?
What specific opportunities do you see for enhancing creativity within John Lewis as the retail landscape evolves?
How can John Lewis better support employees to take creative risks while balancing the need for consistent performance?
What initiatives or changes would you recommend to further strengthen the company’s creative culture and drive future success?
How will you analyse your interview data?
I will examine the data from my interview through thematic analysis to obtain an overall insight into the material.
You have now created a rough plan for conducting the interview for assessment 2.
Appendix 4: Ethics Approval Form for Assignment 2 (CfB)
All students conducting research activities that involve human participants or the use of data collected from human participants must obtain ethical approval. Please answer all of the important questions, and keep in mind that if your form is incomplete, it may be returned.
Section 2: Project Summary Please select all research methods that you plan to use as part of your assignment.
Section 3: Participants Please answer the following questions, giving full details where necessary. 3.1 Will your research involve human participants? Yes No 3.2. What age are the participants? Circle all that apply:
Ages 12-16 [ ] 17-21 [ ] 22+ [x ]
3.3 How will participants be recruited (identified and approached)? I will reach out to the manager of John Lewis Partnership with the help of direct emails where I will try to explain the purpose of the research and invite them to participate in an interview.
3.4 Will participants be given the option of omitting questions they do not wish to answer?
Yes No N/A
If No, please explain why below and ensure that you cover any ethical issues arising from this.
Section 4: Data Storage and Security
4.1. Confirm that all personal data will be stored and processed in compliance with the Data Protection Act (1998)
Yes No N/A
Who will have access to the data and personal information?
4.2. During the research: I will be the sole person with access to the information and personal details gathered from the interview. This will help me to safeguard confidentiality and make sure that it is not disclosed to any unauthorised individuals. 4.3. Will mobile devices, such as USB storage and laptops be used? Yes No If yes, please provide further details: After the research: Yes, the laptop or the mobile device will be used during the research for the recording purpose of the interview. Section 5: Ethical Issues Are there any features of your proposed work which may raise ethical concerns, see examples below? If so, please outline how you will deal with these. Please consider/ address all issues that may apply. Ethical concerns may include, but are not limited to the following:
sharing, encryption, and protection).[x]
If Yes please explain:
Section 6: Declaration 6.1. I have read, understood, and will abide by this ethical policy:
Yes [x] No
I confirm that to the best of my knowledge: The above information is correct, and this is a full description of the ethical issues that may arise during my research.
Name: Date: |
