To be competitive, organizations must also be innovative, making organizational creativity a crucial capability. Accordingly, the past decade has seen an increasing attention among scholars to fields such as innovation, organizational performance, and creativity. Nevertheless, studies in organizational creativity, i.e., the management of creativity at an organizational level, are still fragmented and have not converged into a single comprehensive conceptual model. The purpose of this paper is to scrutinize the literature on organizational creativity in order to map the different perspectives on the subject and provide direction for future research. The paper thoroughly explores the literature through bibliographic research on papers published between 1980 and 2020. The literature is mapped, categorized, and analyzed to identify the different models of organizational creativity, i.e., concepts, definitions, and theories. The paper identifies seven models and shows that field could converge by connecting two tracks of the literature: the track of the dynamic componential model with the track of the personal and contextual factors. Furthermore, the paper uses this insight to propose practical guidelines for managing creativity by mapping contextual factors at the individual, team, and organizational levels that can be used with the dynamic componential model. •Literature on organizational creativity is still fragmented•Identifying the seven influential models of organizational creativity•Organizational creativity could converge by connecting two tracks of the literature•Proposing practical guidelines for managing creativity