In the fast-paced and competitive organised retail sector, fostering employee divergent thinking is crucial for enhancing productivity and innovation. This study examines the impact of individual and organisational factors on employees' divergent thinking, which in turn influences creative performance. Using a descriptive research design, data were collected from 212 retail employees through a self-developed questionnaire. Multiple regression analysis explored the relationships between various individual and organisational factors and employee divergent thinking. Findings indicate that creativity-relevant skills, resource availability, management attitude, and employee attitude positively influence divergent thinking, while reward systems exhibit a negative impact. Notably, personality, domain-related skills, task motivation, and leader influences were non-significant predictors. These results underscore the importance of organisational support and individual competencies in shaping employee creativity. The study contributes to the literature on workplace creativity and offers practical implications for managers seeking to cultivate innovative work environments in organised retail. Future research should consider longitudinal designs, expanded sample sizes, and additional moderating variables to deepen understanding of factors influencing divergent thinking.