The Impact of Organizational Creativity on Sustainable Development in
the Kuwaiti Industrial Sector
FAISAL KHALEEFAH JASEM ALSABAH1, MOHAMMED SALEEM ALSHURA2
1The World Islamic Sciences and Education University, JORDAN
2The World Islamic Sciences and Education University, JORDAN
Abstract:- This study explored the impact of organizational creativity on sustainable development in the Kuwaiti
industrial sector. The researchers adopted a descriptive-analytical approach to explore the impact of organizational
creativity on sustainable development in the Kuwaiti industrial sector. The researchers designed a questionnaire to
pass it to the members of the population in the Kuwaiti Industrial Sector. The population consists of all the
administrators who work in the Kuwaiti Industrial sector. It was found that organizational creativity dimensions
(acknowledgment, utilization, and reengineering) impact sustainable development dimensions (the economic,
social, and environmental dimensions) in the Kuwaiti industrial sector. Also, it was found that there is a high level
of agreement on applying Organizational Creativity and Sustainable Development in the Kuwaiti Industrial Sector.
The researchers recommended examining the technological methods used in the industrial sector, managing the
costs efficiently by companies, and providing the required financial and human resources for reengineering various
resources.
Key-Words:- organizational creativity, sustainable development, the Kuwaiti industrial sector
Received: August 4, 2021. Revised: December 30, 2021. Accepted: January 19, 2022. Published: January 20, 2022.
1 Introduction
Development is deemed essential for improving the
quality of citizens' lives in any country by reducing
the severity of poverty. It does that through
empowering the youth and letting them rely on
themselves. It does that through having effective
leadership.
Sustainable development is usually achieved in
(economic, social, and political areas). It should be
noted that it is significant to share knowledge to
achieve sustainable development in those three areas.
It is a three-dimensional concept, that is: -
Environment sustainable development emphasizes
the significance of preserving environmental quality
to do economic activities and preserve people's
quality of life. -Socially sustainable development
aims at protecting people's rights and promoting
equality and preserve the cultural identities of people,
as well as, show respect to cultural diversity,
religions, and ethnicity. -Sustainable economic
development aims to maintain the social, human, and
natural capital required to have good living
conditions. (Abu AZanat and Ghnaim, 2005; Gharib
et al., 2018).
To achieve sustainable development, attention
must be provided to all the dimensions, because it is
not easy to meet the requirements needed for
achieving such development. The goals of each type
of development must be consistent with the goals of
the other types of development to achieve a state of
balance (Hawi et al.,2015).
Creativity became a significant concept. It has
been playing a major role in understanding
organizational planning. It has been playing a major
role in improving competitiveness. That is because
creativity supports organizational development and
plays a major role in improving the implementation
of the future vision of the organization in order to
ensure survival (Hashem,2016). The challenges
facing organizations forced them to show a high
organizational creativity level as an integral element
of their strategies. Organizations are required to
know the challenges being faced in the global and
local workplace environment (Rialti et al. ,2019).
Hence, there is a need to conduct this study to
explore the impact of organizational creativity on
sustainable development in the Kuwaiti industrial
sector.
2 The Study’s Significance
The industrial sector in the State of Kuwait is one of
the most important economic sectors that contribute
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to the gross domestic product. It contributes more
than half of the GDP, specifically 59.6%, and
employs almost a quarter of the workforce. Kuwait is
keen to diversify its existing industries, despite the
fact that the economy is based on oil extraction
mainly, as the petroleum industry contributes 43% of
the total. Kuwait's GDP as one of the main exports.
The importance of this study stems from the
importance of its variables and the lack of previous
studies that have been applied on this subject in the
Kuwaiti industrial environment.
3 Statement of the Problem
The significance of sustainable development in
economic sectors has been increasing significantly.
The term (sustainable development) has increased
much on various occasions and economic events.
However, the attention provided to this term and the
factors affecting it in the Kuwaiti industrial sector is
not adequate (Sulphey & Alkahtani, 2017)
Industrial companies in Kuwait have been
operating in a complex dynamic environment. That
forced those companies to cope with administrative,
economic, and technological circumstances and
respond fast to environmental changes. That shall
improve the skills and capabilities of those
companies and enable them to succeed. In order for
those companies to adjust to the changing conditions
in the environment, they must show high
organizational creativity (Muslimat et al., 2020)
The problem of this study is represented in the
questions below
Q.1. What is the extent of showing organizational
creativity by the industrial companies in Kuwait?
Q.2. What is the extent of showing attention to
sustainable development in the industrial
companies in Kuwait?
Q.3 What is the impact of organizational creativity
dimensions (acknowledgment, utilization, and
reengineering) on sustainable development
dimensions (i.e., the economic, social, and
environmental dimensions) in the industrial
companies in Kuwait?
4 Study Hypotheses
The researchers developed the following hypotheses:
Main hypothesis:
Organizational creativity dimensions do not have a
significant impact -at the significance level of
a≤0.05- on sustainable development dimensions (i.e.
the economic, social, and environmental dimensions)
in the industrial companies in Kuwait.
The sub-hypotheses
H0.1: Organizational creativity dimensions do not
have a significant impact -at the significance
level of a≤0.05- on the economic dimension
of sustainability in the industrial companies in
Kuwait
H0.2: Organizational creativity dimensions do not
have a significant impact -at the significance
level of a≤0.05- on the social dimension of
sustainability in the industrial companies in
Kuwait
H0.3: Organizational creativity dimensions do not
have a significant impact -at the significance
level of a≤0.05- on the environmental
dimension of sustainability in the industrial
companies in Kuwait
5 Theoretical Framework
Organizational creativity
In the business world, the term “Organizational
creativity” was first introduced into the literature in
tandem with economic uncertainties that have grown
exponentially in recent years, and the issue of
adaptability focusing on “the ability to move quickly
towards new opportunities and adjust for volatile
markets” has become critical (Günsel et al. al, 2018,
18). However, successful companies must not only
seek new opportunities but must also have “the
ability to exploit the value of proprietary assets and
rapidly roll out existing business models”; This
ability makes the meaning of alignment important,
that is, organizations must not only aim to explore the
future, innovate, target new customers or even
revolutionary change, but also have to, at the same
time, focus on existing customers, incremental
innovations and evolutionary change (Úbeda-García
et al, 2017, 85).
From here, it can be said that ingenuity is the
ability to master aspects, adaptability and alignment,
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and as a result, organizations must balance
exploration and exploitation because achieving
sustainable competitive advantage occurs through
ingenious and unfamiliar organizations (Bui et al,
2021, 380).
Felício et al. (2019,610); Rialti et al. (2019,7) –
highlighted in their studies some of the outcomes of
achieving ingenuity in organizations, in which it is
possible to Achieving organizational ingenuity leads
to better organizational performance, long-term
success and sustainable competitive advantage. On
the other hand, some literature has pointed out some
negative consequences of ingenuity, which is that the
cost of achieving ingenuity is much higher than the
cost of creating an unfamiliar system, processes and
context for an organization. However, the cost of
ingenuity will be higher when the organization wants
to create a dual structure of conflicting activities.
There are three main dimensions for
organizational creativity. Those dimension are:
(acknowledgment, utilization and re-engineering):
-Acknowledgment: It refers to the ability to identify
the available opportunities and realize the threats that
require doing investigation for the external
environmental, exploration and research operations.
That shall contribute to providing new opportunities
and achieving balance between central and non-
central control. The organizations that can identify
the available opportunities have mechanisms for
adapting with the external environment (Al Dulaimi ,
et al.,2020; Chermack & Bodwell, 2010)
-Utilization: It refers to the ability of the
organization to utilize new opportunities. It enables
organizations to fulfil the strategic vision and work in
a strategic manner. That requires having coordination
between the members of the top management. It led
to avoiding wrong decisions and re-arranging the
organization model (Al Dulaimi, et al.,2020;
Chermack & Bodwell, 2010)
-Re-engineering: It is the key for achieving growth.
It refers to making changes to have standard
resources and strategic structures in accordance with
the changes in the market and the techniques used in
the market. The ability to re-engineer HR functions,
resources, and structures is a strategic advantage. It is
a significant ability that requires having effective
resources (Al Dulaimi , et al.,2020; Chermack &
Bodwell, 2010)
Sustainable development
The United Nations has defined sustainability as the
ability to meet the needs of the present without
compromising the ability of future generations to
meet their own needs, as today there are
approximately 140 developing countries in the world
looking for ways to meet their development needs,
but with the increasing threat of climate change,
efforts must be made concrete to ensure that
development today does not negatively affect future
generations (Rosati and Faria, 2019, 26). Salas
Zapata et al (2019, 155) indicates that sustainability
practices support aspects of health, environmental,
human and economic practices, where the principle
of sustainability assumes that resources are limited
and must be used wisely, taking into account long-
term priorities and the consequences of the ways in
which resources are used. In simpler terms,
sustainability is about our children, our
grandchildren, and the world we are leaving
(Wamsler, 2020, 8).
Since the 1990s, there has been increasing
recognition among governments, organizations,
consumers, investors and other stakeholders of the
importance of sustainability and the impact of
organizations on society and the environment, where
it has been realized that focusing solely on
maximizing profits without considering the
interaction of a business with its operating
environment, would not be a sustainable approach (
Sun et al, 2020, 19). At the same time, there has been
a growing demand for environmentally friendly
products and processes, for example, hybrid vehicles
and - more recently - electric vehicles instead of
traditional gasoline or diesel. As such, adopting a
sustainable business model can be not only a
challenge but also an opportunity for organizations
(Elmqvist et al, 2019, 270).
Researchers made various attempts to define the
term (sustainable development). It was defined by
Abu Zanat and Ghnaim (2005). The term (sustainable
development) may also be defined as operations
carried out consciously in society in accordance with
a national vision to make economic, social and
structural changes that contribute to achieving
sustainable development in society. Those changes
contribute to achieving ongoing improvement to
living conditions (Gharib et al., 2018).
Sustainable development has three dimensions
(economic, social and environmental dimensions).
Those dimensions are addressed below in:
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-The economic development: It suggests that the
production of services and commodities meet the
needs of human beings and raise people’s welfare
without causing harm to the surrounding environment
in terms of production and consumption. It aims at
preventing the wastage of natural resources as much
as possible. (Abu AZanat and Ghnaim, 2005; Gharib
et al., 2018).
-Social development: It suggests that all societies are
in need for receiving water, educational, health care
services and job opportunities. All organizations
must show respect to cultural and social heritage.
They must protect the workers’ rights and empower
people in society. They must enable people to
determine their future details (Abu AZanat and
Ghnaim, 2005; Gharib et al., 2018).
-Environmental development: The world has been
experiencing many human and environmental
disasters, such as: global warming, desertification,
loss of biological variety and other environmental
problems. There is a global attention shown to
environmentally sustainable development details
(Abu AZanat and Ghnaim, 2005; Gharib et al., 2018).
The relationship between the study’s variables
Organizational creativity aims at achieving a balance
between two different tasks that complement each
other. Profitability and sustainability are different
tasks that complement each other (Du et al., 2013).
Sustainable development and profit-oriented
development often have contradicted goals.
Sustainability and profitability have clear
contradicted goals. The behaviour that is more
efficient isn’t always the behaviour that is more
sustainable (Du et al., 2013). Organizations often
suffer from having contradictions between economic
and social orientations (Shepherd et al., 2019).
Despite that, sustainable development contributes
to improving the organizational competitiveness.
Financial gains can be acquired through having a
strategic sustainable vision. Sustainable innovations
can be made in a gradual manner. The goals of
organizations are usually social and economic goals
rather than competiveness-related goals (Tobias et
al., 2013)
The previous studies shed a light on the
significance of organizational creativity. The latter
creativity can predict the extent of handling the social
responsibilities by companies. It allows companies to
initiate effective and ethical social initiations
(Aguilera et al., 2007; Hahn et al., 2016). In other
words, it positively affects the organizational
performance in financial and non-financial areas
(Hahn et al., 2016). In addition, many utilization
activities can be carried out to raise efficiency. It
aims at raising profitability on the short-term level.
The exploratory activities with more innovation and
creativity positively affect the sustainability of
institutions (Michelino et al., 2019).
6 Methodology
The researchers adopted a descriptive analytical
approach to explore the impact of organizational
creativity on sustainable development in the Kuwaiti
industrial sector. They reviewed the relevant
theoretical literature and previous studies, as well as,
carried out a field investigation.
7 Population
The population consists of all the administrators who
work in the Kuwaiti Industrial sector. The total
industrial companies are (30) companies (https://kiu-
kw.org/).
8 Sample
In order to choose the sample, 15 administrators from
each company were chosen to fill the questionnaire,
so the total sample was 450 administrator, 392 forms
were retrieved and deemed valid for analysis.
9 Study Tool
In collecting its data, the study relied on the
Questionnaire, which was designed and prepared by
researchers after reviewing the theoretical literature
and previous studies related to the subject of the
study, whether available from them in periodicals,
books and references. The questionnaire consisted of
two parts as follows:
Part One: It includes the demographic characteristics
of the study sample members, which are represented
in (gender, educational qualification, and work
experience)
Part Two: The second part included two parts as
follows:
- The first part: it measures organizational creativity
(1-15)
-The second part: It measures sustainable
development through questions (16-30).
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Note that the questions were designed according to
the five-point Likert scale to measure the study
variables, and for the purposes of the analysis, the
answers were given weights as follows:
Strongly agree: (5). agree (4). Neutral: (3). Disagree:
(2). Strongly disagree: (1)
10 Statistical Analysis
To answer the study’s questions and test the
hypotheses, the relevant descriptive analytical
methods were used. The relevant statistical methods
were used to meet the goals of this study. They are
listed below:
1)- Descriptive statistic measures: They include:
means, standard deviations, relative significance,
percentages, and frequencies. They are used to offer
a description for the study’s sample
2)- Cronbach alpha coefficient values: They are used
to measure the reliability of the instrument
3)- Multiple regression analysis: They are carried out
to explore the impact of the independent variable on
the dependent one.
11 Sample Characteristics
Frequency and percent were used to describe the
sample characteristics, it was found that 63.8% of the
sample is males and the rest is females, also, it was
found that highest percent of the sample has got
bachelor degree( 63.8%), whereas, 52.6% of the
sample has experience for more than 10 years.
12 Descriptive Analysis
Mean and standard deviation were used to
describe attitudes toward the following questions:
Table 1. Descriptive Analysis for the study questions
No.
Item
Mean
Organizational creativity
Acknowledgment
1.
The company’s management is keen on identifying the
available opportunities and risks in the target market.
3.60
2.
An external environmental examination is carried out for
the targeted market in a periodical manner
3.33
3.
The company’s management keeps following up the
latest technological methods in the industrial sector
3.90
4.
The company’s management is keen on having a flexible
organizational structure that respond to the changes in
the surrounding environment
3.85
5.
The company’s management provides much attention to
the process of setting effective strategies to meet the
company’s goals
4.16
Utilization
6.
The company’s management provides much attention to
providing a variety of products in the target market
3.84
7.
The company’s management is keen on managing costs
in the suitable manner
4.02
8.
The company’s products are development in periodical
manner
4.01
9.
The company’s management is keen on utilizing new
opportunities in the targeted market.
4.14
10.
Much attention is provided to following up competitors
in the targeted market. Much attention is provided to
examining the competitors’ market performance
4.03
Re-engineering
11.
The company’s management has the ability to re-
4.10
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engineer strategic structures and resources in accordance
with the changes that occur to the market and the
techniques used in the market
12.
Financial and human resources are provided in order to
re-engineer various resources
4.20
13.
The company’s management realizes the significance of
re-changing the administrators in accordance with the
market needs
3.90
14.
The company’s management realizes the significance of
developing the work methods
4.07
15.
Much attention is provided to improving the company’s
ability in the oil investment field
3.40
Sustainable development
Economic dimension
16.
The company’s management shows much attention to
meeting the annual financial goals
3.72
17.
Much attention is provided to achieving the required
revenue on investment
3.85
18.
Much attention is provided to improving the financial
status of the company
3.80
19.
The company’s management is keen on achieving
satisfactory profit for the favour of stakeholders
4.06
20.
There is adequate liquidity that fosters the company’s
ability to meet the emerging needs at the workplace
4.05
Social dimension
21.
There is attention to the process of fostering social
development in the local environment
3.80
22.
The company’s management is keen on achieving a
balance between its needs and the needs of its customers
3.99
23.
The company’s management is keen on serving the local
community
4.07
24.
The company’s management is keen on assigning
functions for the ones residing in the local community
4.00
25.
The company offers effective solutions that are
beneficial for the environment in the local community
4.18
Environmental dimension
26.
The company is keen to utilize resources optimally
4.23
27.
The company’s management is keen on reducing the
wastage that is harmful to the environment to the least
possible level
3.77
28.
The available power is used fully
3.94
29.
The company’s management is keen on reducing the
risks associated with work to the minimum level
3.60
30.
The company’s management is keen on providing
adequate insurance coverage
4.06
Above Table shows that there are positive attitudes
toward above questions, since their means are greater
than mean of the scale (3).
As for Organizational creativity variable, it is found
that
-Acknowledgment: Q6(The company’s management
provides much attention to the process of setting
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effective strategies to meet the company’s goals) has
the highest mean whereas Q2(An external
environmental examination is carried out for the
targeted market in a periodical manner) has the
lowest mean
-Utilization: Q9(The company’s management is keen
on utilizing new opportunities in the targeted
market.) has the highest mean whereas Q6(The
company’s management provides much attention to
providing a variety of products in the target market)
has the lowest mean
-Re-engineering: Q12(Financial and human resources
are provided in order to re-engineer various
resources) has the highest mean whereas Q13(The
company’s management realizes the significance of
re-changing the administrators in accordance with the
market needs) has the lowest mean
As for Sustainable development variable, it is found
that:
-Economic dimension: Q19(The company’s
management is keen on achieving satisfactory profit
for the favour of stakeholders) has the highest mean
whereas Q16(The company’s management shows
much attention to meeting the annual financial goals)
has the lowest mean
-Social dimension: Q25(The company offers
effective solutions that are beneficial for the
environment in the local community) has the highest
mean whereas Q21(There is attention to the process
of fostering social development in the local
environment) has the lowest mean
-Environmental dimension: Q26(The company is
keen to utilize resources optimally) has the highest
mean whereas Q29(The company’s management is
keen on reducing the risks associated with work to
the minimum level ) has the lowest mean
Table (2) summarizes the results toward the study
variables. It shows that there are positive attitudes
toward each variable, since its mean is greater than
mean of the scale (3).
Table 2. Escriptive Analysis for the study variables
Descriptive Statistics
N
Minimum
Maximum
Mean
Std. Deviation
Acknowledgment
392
1.60
5.00
3.7694
.75749
Utilization
392
1.80
5.00
4.0122
.64800
Re_engineering
392
2.00
5.00
3.9337
.67871
Sustainable
392
2.80
5.00
3.9423
.55530
Economic
392
2.80
5.00
3.8974
.61457
Social
392
2.40
5.00
4.0097
.60687
Environmental
392
2.20
5.00
3.9199
.65253
13 Reliability Test
Cronbach Alpha was used to test the consistency of
the questionnaire, it was found that α = 0.941 reflects
high level of reliability since it is greater than
accepted percent 0.60(Sekaran & Bougie, 2010)
14 Hypotheses Testing
Main hypothesis:
Organizational creativity dimensions don’t have a
significant impact -at the significance level of
a≤0.05- on sustainable development dimensions (i.e.
the economic, social, and environmental dimensions)
in the industrial companies in Kuwait.
Table 3. Main hypothesis testing
Model
Sum of
Squares
df
Mean Square
F
Sig.
R
R Square
1
Regression
61.544
3
20.515
134.855
.000b
0.714
0.509
Residual
59.024
388
.152
Total
120.568
391
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Coefficients
Model
Unstandardized Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
1.518
.126
12.065
.000
Acknowledgment
.093
.042
.127
2.236
.026
Utilization
.132
.061
.154
2.171
.031
Re_engineering
.392
.054
.479
7.291
.000
Multiple Regression was used to test above
hypothesis. Above table shows that F value= 134.855
is significant at 0.05, that mean organizational
creativity dimensions have a significant impact -at
the significance level of a≤0.05- on sustainable
development dimensions (i.e. the economic, social,
and environmental dimensions) in the industrial
companies in Kuwait. In the coefficients table it is
found that t value for each variable is significant at
0.05 level. Also, it was found that r =0.714 reflects
high level of correlation and the independent
variables explain 50.9% of the variance in the
dependent variable.
The sub-hypotheses
H0.1: Organizational creativity dimensions don’t
have a significant impact -at the significance level
of a≤0.05- on the economic dimension of
sustainable in the industrial companies in Kuwait.
Table 4. H0.1 testing
Model
Sum of
Squares
df
Mean Square
F
Sig.
R
R Square
1
Regression
61.085
3
20.362
91.235
.000b
0.643
0.414
Residual
86.593
388
.223
Total
147.677
391
Coefficientsa
Model
Unstandardized Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
1.407
.152
9.231
.000
Acknowledgment
.011
.051
.013
.212
.832
Utilization
.433
.074
.456
5.874
.000
Re_engineering
.181
.065
.200
2.783
.006
Multiple Regression was used to test above
hypothesis. Above table shows that F value= 91.235
is significant at 0.05, that mean organizational
creativity dimensions have a significant impact -at
the significance level of a≤0.05- on the economic
dimension of sustainable in the industrial companies
in Kuwait. In the coefficients table it is found that t
value for each variable is significant at 0.05 level
except (acknowledgement variable). Also, it was
found that r =0.643 reflects high level of correlation
and the independent variables explain 41.4% of the
variance in the dependent variable.
H0.2: Organizational creativity dimensions don’t
have a significant impact -at the significance level
of a≤0.05- on the social dimension of sustainable
in the industrial companies in Kuwait.
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Table 5. H0.2 testing
Model
Sum of
Squares
df
Mean Square
F
Sig.
R
R Square
1
Regression
54.058
3
18.019
77.731
.000b
0.613
0.375
Residual
89.945
388
.232
Total
144.003
391
Coefficients
Model
Unstandardized Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
1.724
.155
11.096
.000
Acknowledgment
.125
.052
.155
2.417
.016
Utilization
.159
.075
.170
2.118
.035
Re_engineering
.299
.066
.335
4.512
.000
Multiple Regression was used to test above
hypothesis. Above table shows that F value= 77.731
is significant at 0.05, that mean organizational
creativity dimensions have a significant impact -at
the significance level of a≤0.05- on the social
dimension of sustainable in the industrial companies
in Kuwait. In the coefficients table it is found that t
value for each variable is significant at 0.05
level.Also, it was found that r =0.613 reflects high
level of correlation and the independent variables
explain 37.5% of the variance in the dependent
variable.
H0.3: Organizational creativity dimensions don’t
have a significant impact -at the significance level
of a≤0.05- on the environmental dimension of
sustainable in the industrial companies in Kuwait
Table 6. H0.3 testing
Model
Sum of
Squares
df
Mean Square
F
Sig.
R
R Square
1
Regression
79.991
3
26.664
119.608
.000
0.693
0.48
Residual
86.494
388
.223
Total
166.485
391
Coefficients
Model
Unstandardized Coefficients
Standardized
Coefficients
t
Sig.
B
Std. Error
Beta
1
(Constant)
1.424
.152
9.349
.000
Acknowledgment
.145
.051
.168
2.863
.004
Utilization
-.196
.074
-.194
-2.656
.008
Re_engineering
.695
.065
.723
10.684
.000
Multiple Regression was used to test above
hypothesis. Above table shows that F value= 119.608
is significant at 0.05, that mean organizational
creativity dimensions have a significant impact -at
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2022.19.45
Faisal Khaleefah Jasem Alsabah,
Mohammed Saleem Alshura
E-ISSN: 2224-2899
502
Volume 19, 2022
the significance level of a≤0.05- on the
environmental dimension of sustainable in the
industrial companies in Kuwait. In the coefficients
table it is found that t value for each variable is
significant at 0.05 level. Also, it was found that r
=0.693 reflects high level of correlation and the
independent variables explain 48% of the variance in
the dependent variable.
15 Results and Conclusion
This study explored the impact of organizational
creativity on sustainable development in the Kuwaiti
industrial sector. The researchers adopted a
descriptive-analytical approach to explore the impact
of organizational creativity on sustainable
development in the Kuwaiti industrial sector. There
is no doubt that sustainability contributes to raising
the organizational creativity level. This article
contributes to promoting knowledge among people
about the role of creativity in achieving
sustainability. There is a need for doing a further
investigation for identifying the relationship between
organizational creativity and sustainable
development. That shall enable organizations to
handle the challenges in the competitive market and
improve their competitiveness. It shall contribute to
facilitating the process of designing strategies that
aim at attracting consumers. It shall contribute to
facilitating the process of implementing effective
strategies that contribute to attracting and retaining
customers and employees. It shall contribute to
offering visions about the way of reducing costs and
making reforms. In addition, investigating
sustainability and its relationship with organizational
creativity shall contribute to improving the decision-
making process. It shall contribute to meeting the
interest of stakeholders. The researchers found that
organizational creativity dimensions
(acknowledgment, utilization, and reengineering)
impact sustainable development dimensions (the
economic, social, and environmental dimensions) in
the Kuwaiti industrial sector. Also, it was found that
there is a high level of agreement on applying
Organizational Creativity and Sustainable
Development in the Kuwaiti Industrial Sector. The
latter results are in agreement with the one reached
by Du et al. (2013); Shepherd et al. (2019), Tobias et
al. (2013), Hahn et al. (2016) and Michelino et al.
(2019).
16 Recommendations
The researchers recommend:
Following up the information related to the latest
technological methods used in the industrial
sector
Ensuring that the cost management in companies
are efficient
Providing the requires financial and human
resources that enable companies to re-engineer
their resources
Providing attention to setting the plans that aim
at improving the financial situation of companies
Providing the ones residing in the local
community with job opportunities
Reducing the amount of wastage that cause harm
to the environment to the least possible level
Reducing the risks associated with work to the
least possible level
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Mohammed Saleem Alshura
E-ISSN: 2224-2899
503
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WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2022.19.45
Faisal Khaleefah Jasem Alsabah,
Mohammed Saleem Alshura
E-ISSN: 2224-2899
504
Volume 19, 2022