促进还是阻碍:情感对员工创造性绩效的影响

情感对员工工作行为的影响是组织行为研究领域中长期被忽视的内容。通过回顾积极与消极情感对创造性绩效影响的理论与实证研究,梳理相关的中介变量与调节变量的作用机理,构建出以任务特征、主管支持等组织背景因素为调节变量,以认知因素与动机因素为中介变量,积极与消极情感共存,并与情感强度等性质变量交互作用,最终影响员工创造性绩效的假设模型,为未来的研究工作提供了思路和方向。     

浅析企业组织的创造性

本从管理心理学的角度出发,探讨了企业组织中创造性的个性创造性、群体创造性、组织创造性三个,心理层面,分析了影响企业创造性发挥的心理因素。     

创造性人格与员工创造力:一个被调节的中介模型研究

本文基于动机行动和成就动机理论,构建一个被调节的中介模型以检验创造性人格对员工创造力产生的作用机理。以251套来自主管-下属配对的问卷数据为样本,实证分析结果表明:创造性人格可预测员工创造力产生,学习目标导向与绩效证明目标导向在两者之间起部分中介作用;内在动机能够强化个体目标导向对创造力的作用,并显著正向调节创造性人格对员工创造力的间接效应。最后,论文讨论了研究发现对员工创造力产生的理论和实践意义。     

情绪创造力对员工创新行为的影响:情绪社会建构理论的视角

基于情绪社会建构理论,运用问卷调查法,通过分析708组配对数据,探讨情绪创造力对员工创新行为的影响机制。结果表明:情绪创造力对员工创新行为有显著的正向影响,创造性角色认同在其中具有部分中介作用;员工情绪创造力与领导激励创造性的交互作用通过员工创造性角色认同为中介,影响员工的创新行为,从而表现出有中介的调节作用。     

创造性系统模型

本文针对在创造性研究领域内人们所面临的一些难题,提出了关于人类创造性行为的新模型──创造性系统模型,并进一步提出了在人类个体的创造性行为中控制其智力投入的作用机制的假设,从而在理论上较好地解决了长期以来一直困扰着众多研究者的有关智力水平与创造性成绩的关系问题。     

创造性认知风格、创造性人格与创造性思维的关系

对315名初中生施测Kirton适应–创新认知风格问卷、Williams创造性倾向量表和Torrance创造性思维测验任务,以考察创造性认知风格、创造性人格与创造性思维之间的关系。相关分析表明,在创造性认知风格中,效率性、规则性均与创造性思维呈显著负相关;在创造性人格中,冒险性、好奇心及挑战性均与创造性思维显著正相关。回归分析进一步表明,在创造性认知风格中,创新性、效率性分别正向、负向预测创造性思维,在创造性人格中,好奇心正向预测创造性思维;对回归系数的逐步检验发现,创新性维度通过创造性人格而对创造性思维具有间接的积极影响。结构方程模型结果则显示,创新性维度、规则性维度以创造性人格为中介分别对创造性思维发生间接的积极、消极影响。可见,创新认知风格有利于创造性思维,而适应认知风格不利于创造性思维;创造性人格有利于创造性思维;创造性人格在创造性认知风格与创造性思维之间具有一定的中介作用,创新性认知风格通过创造性人格而促进创造性思维,规则性认知风格通过创造性人格而抑制创造性思维。     

工作-家庭支持对员工创造力的影响探讨

采用问卷调查法, 以773对上级-下属配对数据为样本, 探讨了工作-家庭支持对员工创造力的影响及其内在作用机制。结果表明, 在我国文化背景下, 工作-家庭支持由组织支持、领导支持、情感性支持和工具性支持四个因素组成, 其中组织支持和领导支持统称为工作领域支持, 情感性支持和工具性支持统称为家庭领域支持; 工作投入中介工作领域支持对员工创造力的影响; 创造性人格在工作投入与员工创造力关系之间起调节作用。     

语义距离与创造性思维关系的元分析

自然语言处理的发展为探究语义距离与创造性思维的关系提供了可靠且有效的研究方法。近些年关于两者之间关系的研究逐渐增多,但研究结论并不一致。本研究基于创造力联想理论及扩散激活模型,通过元分析的方法探讨了语义距离与创造性思维的整体关系,并且分析了以往研究结论不一致的原因。本文经过文献检索和筛选后获得14项研究,提取r值作为效应值(共53个效应值,4729个独立样本),并使用随机效应模型进行了元分析。结果显示：语义距离与创造性思维存在中等程度的正相关(r=0.379, 95%CI [0.300, 0.452]);二者的相关强度受到被试年龄和创造性思维不同测量指标的调节。研究结果表明语义距离与创造性思维关系密切,同时解释了以往研究结论不一致的原因。上述结果不仅能为更深入地探讨创造性思维的认知神经机制提供新的研究视角和理论解释,而且有助于更全面地理解语义距离与创造性思维二者的关系及其边界条件,为更好地解释、预测和提升创造力提供科学依据和重要启示。     

高中物理教学中学生创造性思维的培养

学生创造性思维的培养是我们当前素质教育的重要内容,创造性人才是我们教育所要追求的目标。许多研究者认为：创造性人才＝创造性思维＋创造性人格。可见,创造性思维是创造性人才的重要组成部分。由于创造性思维问题的复杂性和已有研究的多角度性,尽管以往研究已积累了大量资料,取得一定成果,但实际上离创造性思维的本质和规律距离尚远。诸如创造性思维的本质、结构、年龄特点等,尤其是在实践中如何进行创造性思维的培养,是目前急待解决的问题。     

组织内信任对员工建言行为的影响研究

知识经济对创新的追逐对组织员工的自主性及创造性提出了更高的要求。在学术界,包括进谏行为在内的员工角色外行为研究近来备受关注。进谏行为是不囿于身份的,以改善为目的,以变化为导向的言语行为。以社会交换理论为基础,通过对苏南地区379名企业员工的问卷调查,研究探索了组织内信任对进谏行为的影响。结果发现,对同事信任、直接上级信任和组织信任均能促进员工进谏,且对直接上级信任部分地通过对组织信任影响员工进谏。研究还发现,员工进谏行为与其自评的任务绩效存在正相关。     

Is There a Developmental Slump in Creativity in China? The Relationship Between Organizational Climate and Creativity Development in Chinese Adolescents

The major objectives of this study were to determine the characteristics of creativity development of Chinese children, the creative organizational climate of Chinese schools, and the relations among them. The results provided evidence that the creativity scores of children in elementary school were significantly higher than those of children in middle school. The teachers' evaluation of the creative organizational climate of the elementary school was significantly higher than that of the middle school. When the two variables were analyzed together, both the creative organizational climate of schools and the creative thinking development of children decreased during the children's development. Moreover, the creativity and climate scores were highly correlated, and the results from a path analysis suggested that a school's creative organizational climate has a significant impact on all seven dimensions of creativity measured in this study.     

Getting What's New from Newcomers: Empowering Leadership,Creativity, and Adjustment in the Socialization Context

Researchers consistently argue that organizations need to generate creative ideas to ensure long‐term success and survival. One possible solution for increasing creativity is to inject “fresh blood” into the organization by hiring new employees. However, past work suggests there may be a number of impediments that stifle newcomer creativity and, further, that encouraging newcomer creativity may compromise other adjustment outcomes. Accordingly, the present research examines how empowering leaders, in conjunction with contextual and relational factors (i.e., organizational support for creativity and newcomers' trust in leaders), facilitate newcomer creativity. Study 1 indicates that empowering leadership positively predicts newcomer creativity and that this relationship is contingent on the organizational context. Study 2 reveals that a more specific and proximal contextual socialization factor–newcomers' trust in leaders–is a more potent moderator than organizational support for creativity. Further, these predictors operate through creative process engagement to influence creativity. Finally, results indicate positive links between empowering leadership and role clarity, attachment, and task performance, suggesting that empowering leadership may serve as an important, albeit overlooked, socialization tactic.     

The Interactive Effects of Self‐Perceptions and Job Requirements on Creative Problem Solving

Over the years, researchers have focused on ways to facilitate creativity in the workplace by looking at individual factors and organizational factors that affect employee creativity (Woodman, Sawyer, & Griffin, 1993 ). In many cases, the factors that affect creativity are examined independently. In other words, it is uncommon for researchers to look at the interaction among individual and organizational factors. In this study, it is argued that to get a true understanding of how to maximize creativity in the workplace, organizational researchers must look at the interaction between organizational factors and individual factors that affect employee creativity. More specifically, the current study looked at an individual's perceptions about his or her ability to be creative (i.e., individual factor) and perceptions of requirements for creativity in the workplace (i.e., an organizational factor). The results indicated that individuals who have a high belief about their ability to be creative (an individual factor) were most creative when they also perceived requirements for creativity in the workplace (an organizational factor). Furthermore, individuals who had low perceptions of creative ability were still able to perform creatively when they had high perceptions of requirements for creativity. This suggests that, to maximize creativity, organizations should focus on both individual and organizational factors that affect employee creativity.     

Thinking Outside the Clocks: The Effect of Layered‐Task Time on the Creative Climate of Meetings

The turbulence of the new economy puts demands on organizations to respond rapidly, flexibly and creatively to changing environments. Meetings are one of the organizational sites in which organizational actors “do” creativity; interaction in groups can be an important site for generating creative ideas and brainstorming. Additionally, Blount (2004) demonstrated the importance of organizational temporalities for group performance. We draw on both of these literatures and examine how temporal structures influence the climate for creativity, or the extent to which creativity is fostered, within groups. Specifically, we develop a hypothesis linking organization‐ and job‐level temporal structures to the extent to which managers structure meetings with a climate supportive of creativity. Our results demonstrate that a nuanced relationship exists between temporal structures and creative climate such that certain temporal structures appear to either enhance or decrease the creative climate of meetings. We end with a discussion of the implications of the findings for management.     

Organizational Creativity and Innovation in Relation to Psychological Well-Being and Organizational Factors

The two objectives of the research reported in this article were to investigate the relationship between organizational creativity and innovation and psychological well-being of employees, as well as the relationship between organizational factors and organizational creativity and innovation. Ninety-five employees working in a high-tech field of industry participated in the study. The relationships were tested in a LISREL model and the result showed a significant relationship between perceived organizational creativity and innovation and individual psychological well-being. Of the organizational factors included in the model, organizational climate and work resources were found to be significantly related to perceived creativity and innovation in the organization. Taken together, the results suggest that enhancing the conditions for creativity and innovation is beneficial for the individual in terms of better psychological well-being.     

Influences of Organizational Culture and Climate on Individual Creativity

This paper provides a framework for conceptualizing and reviewing the literature on the influences of organizational culture and climate on individual creativity. Although often treated interchangeably, culture and climate are distinct constructs operating at different levels of meaning; yet at the same time, they are closely interrelated. Culture is the beliefs and values held by management and communicated to employees through norms, stories, socialization processes, and observations of managerial responses to critical events. The beliefs and values that typify a culture for creativity become manifested in organizational structures, practices, and policies. In turn, these structures, practices, and policies guide and shape individual creativity by creating a climate that communicates both the organization's goals regarding creativity and the means to achieve those goals. The paper concludes with a discussion of issues relating to the development of cultures and climates for creativity and potential new directions for future research.     

The Creative Imperative Model: A Four‐Quadrant Approach to the Categorization of Industries and Firms by Types of Creativity Demanded

Organizational creativity, in the model that follows, is subcategorized according to the type of creativity demanded by the industry in which a firm competes. Industries that demand the constant creation of new products are referred to as creativity‐centered while others, which benefit from creative refinements to current services, are referred to as creativity‐enhanced. Creativity is further subcategorized according to whether a given industry or market demands aesthetic or technological creativity. The two dimensions are combined in a four‐quadrant model yielding four types of firms described as Technical Artists, Artists, Inventors, and, more broadly, Distributors and Adaptors. Implications for organizational structure and inter‐organizational relationships are then discussed.     

新员工工作重塑会带来积极的结果吗?领导成员交换与个体传统性的作用

每年都有大量的高校毕业生进入职场。在企业竞争日趋激烈的今天, 如何将这些大学毕业生快速地转变成高绩效的企业员工, 是一个重要的研究议题。基于自我表达的理论视角, 本研究探讨工作重塑能否促进新员工的任务绩效和创造力, 以及领导成员交换和个体传统性如何影响新员工的工作重塑。我们对256名新员工进行4轮的问卷调查, 最终得到125份有效的匹配问卷。数据分析结果显示: (1)工作重塑会正向影响新员工的工作投入, 进而影响他们的任务绩效和创造力; (2)对于传统性比较高的新员工, 领导成员交换可以促进他们的工作重塑; (3)个体传统性正向调节领导成员交换对任务绩效、创造力的间接作用, 当个体传统性高时, 领导成员交换通过工作重塑和工作投入对任务绩效、创造力的积极影响更为显著。本研究从新员工自我表达的视角为组织提升新员工的任务绩效和创造力提供了新的思路。     

Organizational Development Interventions for Enhancing Creativity in the Workplace

In an era of rapidly accelerating change, many organizations which developed during a more stable era that demanded bureaucratic efficiency find themselves in a crisis of adaptability and commitment. Effective organizations are those which can mainstream both adaptability and efficiency and strike an appropriate balance between the two. This paper evaluates traditional organizational development (OD) approaches to this problem, then presents a new approach to OD based on organizational creativity. Organizational creativity is defined as a deliberate and continuous change-making process of problem generation and formulation, problem solving, and solution implementation, and as synonymous with adaptability and innovation. Unlike traditional OD approaches that lack a strategic perspective and that rely on single interventions, OD should be employed as an innovation process requiring thinking skills in change-making and incorporating interventions as tools. Under the new approach, organizations can learn to mainstream adaptability by doing two things: encouraging employees to master new thinking skills which increases their creativity, motivation, and commitment; and creating an infrastructure that ensures that these skills will be used regularly. Research is reviewed supporting the new approach, and future research directions are suggested.     

Narrowing the Creativity Gap: The Moderating Effects of Perceived Support for Creativity

This article examines the role of 3 types of perceived support for creativity in moderating the relation between creative self-efficacy and self-perceived creativity. The findings suggest significant interaction effects for perceived work-group support and supervisor support, but not for perceived organizational support. This study is among the first to (a) examine the importance of perceived support for creativity in unlocking creative potential and increasing creativity in organizations and (b) use interaction terms in structural equation modeling (SEM) to investigate moderator effects in an applied research setting. These results imply that organizational interventions focused on training supervisors and work-group members to support creativity in the workplace may be more effective than broader and less focused interventions at the organizational level.