Developing creativity is a critical challenge for the survival and success of businesses. Using Amabile’s dynamic componential theory of creativity as a framework, we examined the underexplored potential of HRD practice to develop and foster creativity at the individual, group, and organizational levels. We bring together dispersed attempts in HRD literature to hypothesize the role of individual HRD activities under a conceptual model and indicate how the different activities influence specific component/s of organizational creativity identified in the theory. The model demonstrates the potential of HRD practice to exert a multilevel influence on organizational creativity and provides a theoretical grounding for the potential of HRD to develop creativity and augment the strategic capabilities of organizations. This article also contributes to organizational creativity literature by outlining specific relationships between key HRD practices and components of organizational creativity and to an underexplored area of creativity, namely developing the creative abilities of individuals and teams within organizational contexts.

培养创造力是企业生存和成功的关键挑战。使用Amabile的创造力动态成分理论作为框架，我们研究了人力资源开发实践在个人，团体和组织层面发展和促进创造力的未充分挖掘的潜力。我们将HRD文献中的各种尝试结合在一起，以在概念模型下假设单个HRD活动的作用，并指出不同的活动如何影响理论中确定的组织创造力的特定组成部分。该模型展示了人力资源开发实践对组织创造力产生多层次影响的潜力，并为人力资源开发发展创造力和增强组织战略能力的潜力提供了理论基础。