Creativity Control as a Core Component of the Creativity Management Process
Purpose: To examine the role of creativity control in organisations and to identify how creative-sector enterprises monitor and evaluate the development of employee creativity. Design/Methodology/Approach: The study uses a quantitative CAWI survey conducted among 125 employees and managers from creative-sector organisations in the West Pomeranian region. A purposive sampling strategy based on PKD 2007 ensured the inclusion of relevant enterprises. Findings: Most organisations do not apply structured creativity-control mechanisms (78%). Employees associate control mainly with performance evaluation, while managers link it to project outcomes. Only a minority use any creativity-control practices, and these rely largely on general HR tools rather than specialised methods. Practical Implications: Introducing systematic creativity-control mechanisms can support the development of creative competencies, improve monitoring processes and strengthen organisations’ ability to transform creative potential into innovation. Originality/Value: The study provides one of the first empirical insights into creativity-control practices in the Polish creative sector and supports the development of a structured creativity-management model in which control functions as a diagnostic and developmental component.