1. IMPORTANCE OF CREATIVITY IN ENTREPRENEURSHIP
Ines Milohnić
University of Rijeka, Faculty of Tourism and Hospitality Management Opatija
Danijela Madžar
University of Mostar, Faculty of Science and Education

2. MAIN POINTS OF THE PRESENTATION
Theoretical background
Creativity
Enterpreneurship
Research methodology
Existing theories
Existing models
Findings
Results
Conclusion

3. PURPOSE OF THE STUDY
(1)
to highlight the importance and role of encouraging the development of organizational creativity in the modern enterprise.
(2)
to answer the question of how encouraging creativity within organizations can help and contribute to better business and achieving competitive advantage.

4. CREATIVITY ENTERPRENEURSHIP
Creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system (Woodman, 2014.).
ENTERPRENEURSHIP
Creative activity focused on optimum communication of production factors by which, through an appropriate investment and motivated behaviour and with reasonable risk-taking, certain goals and economic effects shall be reached (Kuvačić, 2005.).

5. Without creativity - there is no entrepreneurship.
CREATIVITY IN ENTERPRENEURSHIP
Without creativity - there is no entrepreneurship.
Entrepreneurs are expected to offer a creative initiative and use the existing resources in a new manner in order to adjust to various business requirements.
Encouragement of creativity in entrepreneurship by applying various methodologies and creative techniques is certainly an empowering manner which contributes to the development of new products and services, which results in the achievement of a competitive advantage.

6. METHODOLOGY The existing theories and models:
Bear and Kaufman, (2006.) - Approach to Organisational Creativity Theory
Burkus, Oster, (2012.) - Creativity Developement Theory
Cook, (2002.) – Creative Organization Theory
Conaldi et al., (2012.) and Tonellato (2014.) – Individual Creativity Theory
Isaksen, et al., (2000.) - Model of a Creative Approach to Problem Solving
Timmons, Spinelli, (2006.) - Timmons Model of the Entrepreneurial Process
Van Oech, (2012.) - Creative Process Model

7. Creative Process Phases
METHODOLOGY
Creative Process Phases
problem definition, gathering of information and searching for a solution
PREPARATORY PHASE
giving up
applying non-creative solutions
FRUSTRATION PHASE
misconduct in solving problems
INCUBATION PHASE
creation of a core response to an identified problem
ILLUMINATION PHASE
adaptation, testing, audit for a better elaboration to the management
ELABORATION PHASE
Source: Van Oech, 2012.

8. RESULTS OF THE RESEARCH
Entrepreneurial Creativity Elements
Entrepreneurship
Organisation supporting creativity
Strategy
Openness
Free communication
Recognition of opportunities
Creativity
Individual
Team
Organisational
Source: Author’s research

9. Competitive advantage
RESULTS OF THE RESEARCH
Entrepreneurial Creativity Elements
Activities
Motivation (internal and external)
Development of creative skills
Creative technique implementation
Resource exploitation
Development of new ideas, knowledge and technologies
Competitive advantage
New products/services
Availing itself of the opportunities
Market positioning
Source: Author’s research

10. CONCLUSION Must have a pragmatic dimension
All areas of business activities may be creatively promoted
Important in the problem-solving process
Atmosphere for creativity and an equal approach to the creative potential.
Must have a pragmatic dimension
Observation of any opportunity and resources

11. Thank you for your attention!
Ines Milohnić, Ph.D., Assocate Professor
University of Rijeka, Faculty of Tourism and Hospitality Management Opatija
Danijela Madžar, Ph.D.,Student
University of Mostar, Faculty of Science and Education