Innovation is widely considered an important element of organizational success and vital for the long-term survival of the enterprise. For organizations to innovate, however, their employees must ideate: they must first offer creative ways of doing things or solutions to problems that their employers may then implement. However, regardless of whether ideas are implemented, how to encourage creative tendencies in employees becomes a critical question for organizations and their decision-makers, and answers to that question are key. By conducting research within the framework of a systematic review of academic literature, this author intends to explore answers to the research question posed in this paper’s title by focusing on organizational resources practitioners could employ. However, when exploring these possible answers, the results of the literature review and its synthesis revealed a possible gap between academic rigor and practical relevance. Academia appears largely focused on one category of resources, leadership and supervision. While effective leadership and supervision may be highly impactful in promoting employee creativity as reflected in the papers reviewed, these resources may be challenging for decision makers to practically and timely apply within their organizations. On the other hand, although employee training in creativity as an organizational resource may have received relatively less attention in academia, creativity training could very well be a more relevant, practical approach to those seeking to encourage creativity.