A Multilevel Analysis of the Relationship between Shared Leadership and Creativity in Inter‐Organizational Teams

An inter‐organizational team, which consists of diverse members from different organizations to conduct an initiative, has been widely treated as a critical method to improve organizational innovation. This study proposes a multilevel model to test the relationship between shared leadership and creativity at both team‐ and individual level in the context of inter‐organizational teams. Multisource data were collected from 53 inter‐organizational teams. We obtain the following findings: first, shared leadership is positively related to both team creativity and individual creativity via knowledge sharing. Second, task interdependence positively moderates the relationship between shared leadership and knowledge sharing. Third, task interdependence positively moderates the relationship between knowledge sharing and team creativity, but does not moderate the relationship between knowledge sharing and individual creativity. We discuss the theoretical and practical implications of the findings.     

组织创新气氛的概念、测量及相关研究热点

组织创新气氛是Litwin所提出组织气氛概念中有关创新维度的深入延伸和具体阐述,是个体对其创新能力养成、发展和运用产生影响的心理认知与组织情境体验。该文在总结回顾近二十年该领域的相关研究后,对组织创新气氛的概念构建、影响因素、测量工具及相关变量的实证研究进行了系统的梳理总结与评价;同时,指出目前该领域研究中在概念建构、工具开发、相关实证研究等方面存在的问题,并就今后国内开展本土化研究所应注意的方面提出建议。     

动物创造力和创新研究概述

充满不确定性的环境里,创造力对于人类和动物的生存和进化都起着十分重要的作用。长期以来动物的创造力和创新能力的研究没有受到重视,但最近这个领域开始受到越来越多的关注。该文对动物创造力的有关研究做了简要介绍,并对该领域的发展做了一些探讨     

组织创新的研究进展

通过整合应用心理和技术创新管理对组织创新的研究,本文综述了组织创新的维度与测量、组织创新的影响因素、组织创新过程和组织创新的动力等方面的研究进展。     

试论团体创造力研究与创造心理学的理论转向

团体创造力研究是当前创造心理学的新方向。本文讨论了自J．P．Guilford以来,从个体层次创造力研究发展到重视团体创造力研究的演变过程。认为团体创造力研究不仅在创造心理学传统理论框架内开辟了一个新时期,其方法论视角的转换为以更广阔视野揭示创造力本质打开了思路。     

When Breaking the Rules Relates to Creativity: The Role of Creative Problem-Solving Demands and Organizational Constraints

Drawing on theoretical views of creative deviance, the present study hypothesized that employees with a tendency to break rules are more creative at their jobs (Hypothesis 1). Furthermore, we expected that this is particularly the case when employees face high problem-solving demands (i.e., they are expected to be creative) but at the same time they face high organizational constraints (e.g., they are not given the resources they need in order to be creative; Hypothesis 2). To test these expectations, we conducted a cross-sectional survey study (Study 1) and a daily diary survey study (Study 2) among employees from different occupational groups. Study 1 provided evidence that employee rule-breaking is related to other-rated employee creativity. Study 2 replicated this finding with a day-level measure of self-rated employee creativity. Furthermore, multilevel regression analyses revealed that the link is stronger when day-level problem-solving demands and organizational constraints are both high. Our findings contribute to the literature by providing empirical support to hardly examined propositions, namely, that non-compliant behaviors (i.e., rule-breaking) and obstacles (i.e., organizational constraints) may, in fact, boost creativity. Finally, suggestions for practice are made, recognizing the challenges posed to management in regulating employee rule-breaking.     

组织创新气氛的研究进展与展望

组织创新气氛（organizationalinnovationclimate）是组织成员对组织环境创新特性的一致性认知。在文献研究的基础上,文章从组织创新气氛的概念与形成、结构与测量、组织创新气氛与创新绩效的关系等方面,对国内外组织创新气氛研究进行了归纳概括,指出了该研究领域存在的问题,并提出了一些具体的改善建议     

Difficult Differences: A Socio‐cultural Analysis of How Diversity Can Enable and Inhibit Creativity

The relationship between diversity and creativity can be seen as paradoxical. A diversity of perspectives should be advantageous for collaborative creativity, yet its benefits are often offset by adverse social processes. One suggestion for overcoming these negative effects is perspective taking. We compared four dyads with low scores on trait perspective taking with four dyads who were high on trait perspective taking on a brainstorming task followed by reconstructive interviews. Trait‐based perspective taking was strongly associated with greater creativity. However, contrary with expectation, interactional perspective taking behaviors (including questioning, signaling understanding, repairing) were associated with lesser creativity. The dyads that generated the fewest ideas were most likely to get stuck within ideational domains, struggling to understand one‐another, having to elaborate and justify their ideas more. In contrast, the dyads that generated many ideas were more likely to recognize each other's ideas as valuable without extensive justification or negotiation. We suggest that perspective taking is crucially important for mediating diversity in the generation of new ideas not only because it enables understanding the perspective of the other, but because it entails an atmosphere of tolerance, playfulness, and mutual recognition.     

An Integrative Model Linking Feedback Environment and Organizational Citizenship Behavior

ABSTRACT

Past empirical evidence has suggested that a positive supervisor feedback environment may enhance employees' organizational citizenship behavior (OCB). In this study, we aim to extend previous research by proposing and testing an integrative model that examines the mediating processes underlying the relationship between supervisor feedback environment and employee OCB. Data were collected from 259 subordinate-supervisor dyads across a variety of organizations in Taiwan. We used structural equation modeling to test our hypotheses. The results demonstrated that supervisor feedback environment influenced employees' OCB indirectly through (1) both positive affective-cognition and positive attitude (i.e., person-organization fit and organizational commitment), and (2) both negative affective-cognition and negative attitude (i.e., role stressors and job burnout). Theoretical and practical implications are discussed.     

组织信任对员工态度和离职意向、组织财务绩效的影响

为了探讨组织信任对个体和组织的作用,在全国不同地区43家企业进行了问卷调查,得到801份有效问卷。结果表明,在个体方面,多层线性模型（HLM：hierarchical linear modeling）分析的结果显示：组织信任对个体的工作满意度、情感承诺有显著的正向预测效果,对离职意向具有显著的负向预测效果;组织信任对工作满意度、情感承诺与离职意向之间的关系都具有显著的调节（加强）作用。在组织方面,结构方程模型的分析结果显示：组织信任通过组织学习和组织创新的完全中介作用于组织的主观财务绩效,即一方面分别通过组织学习和组织创新的完全中介作用于财务绩效,另一方面直接通过组织创新的完全中介作用于组织的财务绩效     

组织创新气氛的测量及其在员工创新能力与创新绩效关系中的调节效应

首先通过对46名在职MBA研究生的开放式问卷数据进行质性分析, 归纳探索出了基于我国国情的组织创新气氛的基本结构, 并参定预试测332份数据的反馈结果编制了组织创新气氛问卷。483份有效数据的探索性因素分析发现组织创新气氛是一个包括激励机制、领导躬行、团队协力、上级支持、资源保障、组织促进、自主工作等在内的七因素模型。为进一步验证该结构的有效性, 我们在10家企业共获得有效数据413份, 进行了验证性因素分析, 结果显示: 基于中国文化背景编制的组织创新气氛问卷具有良好的效度和信度; 同时, 运用层次回归分析还发现, 组织创新气氛在员工创新能力与创新绩效关系中具有显著的调节作用。     

时间与创造力关系框架的构建

本文从时间对主体创造力的刻画与影响以及主体加工、处理时间的方式对自身创造力所产生的影响两个方面,整合了散落在各处的时间与创造力关系的研究,并构建丁它们之间关系的框架。讨论了以后时间与创造关系研究的方向以及从该方面培养创造性的前景。     

Creative Climate: A Leadership Lever for Innovation

The working atmosphere within an organization has an important influence on its level of innovative productivity. Organizational leaders influence innovative productivity as well as the climate for creativity and innovation. This exploratory study included 140 respondents from 103 different organizations, 31 industries, and 10 countries, all of whom completed an online survey focused on examining the intervening nature of the climate for creativity and innovation. First, those who perceived more leadership support for innovation had significantly better creative climate scores. Second, those who perceived higher levels of innovative productivity also had better climate scores. Finally, organizational climate as an intervening variable between leadership behavior and innovation was confirmed through partial correlation and mediation analysis. The findings of this study support the pivotal role that creative climate plays between leadership behavior and innovative productivity.     

Learning As Support For Organizational Innovation: Possibilities And Limitations

Abstract

The present article tells an intervention story where two collectives, from business and academia, came together to address a business problem through collaborative action research. Among other things, the project created new ways of learning and therefore, knowing about the “business problem.” The author argues that in order to talk about an organizational intervention in a learning context, it was helpful to focus observation at the level of practice, in this case the different learning practices brought to the project by the organization and the research group. The “scientific narrative” focuses on how the two practices interacted. The present story's plot revolves around the following questions: What happens when one collective—used to a particular style of learning—decides to engage with another collective with a different approach to learning and what are the consequences for organizational innovation?     

Linking Individual Value Orientations to Employee Attitudes: An Exploratory Analysis

This study tested the relationships of individualism, power distance, and mastery orientation to 2 employee attitudes (organizational trust and organizational commitment) that are associated with employees’ psychological benefits within the organization. Results from university employees (N = 706) showed that individualism negatively, whereas mastery positively, related to trust and commitment. Power distance positively related to trust only. The moderating role of mastery was also identified. These findings can help employment or organizational counselors to appreciate value‐related factors that facilitate employees in psychologically integrating into the organization and to explore new ways for employers to foster employees’ positive attitudes.     

从个体印象管理到组织印象管理

组织印象管理（OIM）关注组织如何通过行为和信息的调控来影响受众的知觉问题,成为当前印象管理研究的新领域。组织印象管理与个体印象管理具有互动关系;个体印象管理研究为组织印象管理研究奠定了基础。未来组织印象管理研究的重点领域包括：研发组织印象管理的评价工具,了解组织印象管理的策略,认识组织印象管理策略使用的后效,并突出组织印象管理的在我国的实际应用研究     

The Influence of Openness to Experience on Perceived Employee Creativity: The Moderating Roles of Individual Trust

In this paper, we explain the influence of co‐worker trust on the effect of employees' openness to experience on their perceptions of their own creativity. We surveyed 199 working professionals in Ireland and found that openness to experience was positively associated with both employees' perceptions of their radical creativity and incremental creativity. In addition, the relationship between openness to experience and incremental creativity was negatively moderated by cognition‐based trust in his or her co‐worker. In conclusion, we discuss the theoretical and managerial implications of our findings and highlight directions for future research.     

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.     

Antecedents and Consequences of Creativity in Teams: When and How Leader Humility Promotes Performance via Team Creativity

The antecedents of team creativity and their effects on team task performance are explored in this study, with a particular focus on how leader humility promotes team creativity and when team creativity can be converted into performance. Hypotheses were tested via a multiple-source and time-lagged study with 341 employees and 104 teams from five different organizations in China. The results showed that leader humility promotes team creativity through team creative efficacy, and leader conscientiousness moderates this indirect effect. Furthermore, team creativity is more positively related to team task performance when teams are more future oriented. The theoretical contributions and management significance of these findings are discussed, followed by a discussion of limitations and directions for future research.     

Malevolent Creativity in Terrorist Organizations

Terrorist organizations are both imitative and innovative in character. While the drivers of imitation have been extensively modeled using concepts such as contagion and diffusion, creativity and innovation remain relatively underdeveloped ideas in the context of terrorist behavior. This article seeks to redress this deficiency by presenting a conceptual framework with which we can understand the complex nature and multiple drivers of creativity and innovation within terrorist organizations. The overriding questions we address are: what factors spark creativity and innovation within terrorist organizations, and are there particular organizational traits that increase an organization's propensity to be creative and innovative? Using insights from industrial and organizational psychology and aided by illustrative examples and case studies from the history of terrorism, we aim to show that the multiple drivers of creativity and innovation are identifiable. By providing a conceptual framework that explores these key issues, we suggest that a much clearer research agenda for these issues may emerge. We conclude with a discussion concerning how our framework can help inform counter‐terrorism practices.