Collective creativity and job insecurity: what the case study reveals

In today’s increasingly unstable and ever-changing work environment, an organization’s ability to foster collective creativity is not just a valuable asset but a strategic lever. This is true in general, but becomes even more important in fields like research, where innovation is the lifeblood of daily work.

Based on this premise, a recent study conducted by Stefano Cirella explored the relationship between job insecurity and collective creativity. The research focused on a large Italian research institution, known for its high number of fixed-term contracts and complex organizational structure. Through a series of semi-structured interviews with professionals from various roles—ranging from top management to researchers and support staff—several key insights emerged that help to better understand the delicate balance between precariousness and the ability to generate new ideas collectively.

The Weight of Uncertainty

One of the most significant findings relates to the perception of job loss. Specifically, those working with fixed-term contracts often feel less motivated to propose new ideas, knowing they may not have the time or opportunity to fully develop them. This dampens the creative drive, especially as the contract end date approaches. However, the impact is not the same for everyone: those who have previous experience in flexible or freelance contexts seem to cope with this uncertainty more calmly, still contributing creatively.

Another sensitive issue is the possibility of having to change job content, such as switching to a new research area. Some professionals see this as a stimulating challenge, helping them break the routine and reactivating their ingenuity. Others, however, find these transitions burdensome: constantly adapting can become stressful and may compromise the quality and continuity of creative contributions.

Time and Space for Innovation

Workload also plays a central role. Excessive workload limits the time available for reflection and idea-sharing, increasing the risk of burnout. A sustainable and predictable pace, on the other hand, helps maintain motivation.

Additionally, insecurity about career progression can hinder collaboration and negatively affect the creative atmosphere, especially when the compensation system is not perceived as meritocratic. Finally, changes in teams or leadership provoke different reactions. On one hand, rotation can enrich perspectives; on the other hand, the need to rebuild relationships and trust can slow down shared creative processes.

Towards a New Approach to Organizational Creativity

The study highlights how, in a context of increasing precariousness, management strategies must support collective creativity. This involves investing in stable relationships, balanced workloads, and leadership that listens to employees. Only then can an environment conducive to innovation be created, one that transforms the challenges of insecurity into drivers of change.

The ongoing project represents a starting point for future quantitative and longitudinal analyses, aimed at deepening the understanding of how to foster creativity in complex organizational contexts.