When promoting positive feelings pays: Aggregate job satisfaction,work design features,and innovation in manufacturing organizations

This study investigates the relationship between aggregate job satisfaction and organizational innovation. In a sample of manufacturing companies, data were gathered from 3717 employees in 28 UK manufacturing organizations about their job satisfaction and aggregated to the organizational level. Data on innovation in technology/processes were gathered from multiple respondents in the same organizations 24 months later. The results revealed that aggregate job satisfaction was a significant predictor of subsequent organizational innovation, even after controlling for prior organizational innovation and profitability. Moreover the data indicated that the relationship between aggregate job satisfaction and innovation in production technology/processes was moderated by two factors: job variety and a commitment to “single status”. Unlike previous studies, we conceptualize job satisfaction at the aggregate rather than the individual level and examine innovation rather than creativity. We propose that where the majority of employees experience job satisfaction, they will endorse rather than resist innovation and work collaboratively to implement as well as to generate creative ideas.     

The Cross‐Level Mediating Effect of Psychological Capital on the Organizational Innovation Climate–Employee Innovative Behavior Relationship

Organizational innovation climates have been found to be effective predictors of employee creativity and organizational innovation. As such, climate assessments provide a basis for useful organizational interventions in enhancing creativity and innovation. Researchers now call for better articulation of the motivational mechanisms that link social context to employee innovation. In responding to the above call, this study found that employee positive psychological capital (PsyCap) is more influential than organizational innovation climate on employee innovative behavior. With a large sample (N  = 781) from 16 organizations and a cross‐level analysis, we examined the relationship between organizational innovation climate and employee innovative behavior with employee PsyCap as mediator. The results showed that both organizational innovation climate and employee PsyCap significantly affect employee innovative behavior, and more importantly, employee PsyCap fully mediates this relationship. The innovation journey is a challenging and risky one with many frustrations and discouraging moments from idea generation to idea implementation. The research results presented here imply that to be innovatively effective, organizations are advised to manage both social (organizational innovation climate) and psychological (PsyCap) resources of employees in enhancing employee innovative behavior. Other theoretic and practical implications are discussed.     

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.     

Creativity in the Workplace: People,Problems, and Structures

In a dynamic global economy, creativity and innovation are essential requirements for organizational success. Creativity, unfortunately, has not always been seen as playing an important role in the design and structure of organizations. In this article, we argue that creativity and innovation are key requirements for the growth and adaptation of organizations. Subsequently, we review a series of articles, appearing in this issue, about how we might encourage creativity and innovation in the workplace. Some potentially useful directions for future research are discussed along with the methodological issues likely to arise as we seek to understand creativity in the workplace.     

Diagnosing Organizational Innovation: Measuring the Capacity for Innovation

Organizational innovation involves reconciling many contradictions or paradoxes. Dividing the process of innovation into phases ranging from Activation to Validation and examining each phase in terms of the six Ps of creativity offers a framework for making sense of these contradictions. The Innovation Phase Assessment Instrument (IPAI) was designed to assess organizations according to such an approach. The scale was administered to 454 student volunteers and an analysis of their responses indicated that the IPAI is highly reliable and has substantial construct validity. At a practical level, it can be used for assessing the strengths/weaknesses of organizations in a differentiated way and for making recommendations for improving their capacity for innovation. It is also a source of research questions for examining creativity and innovation in an organizational context.     

Linking Individual Creativity to Organizational Innovation

We draw on 146 employee‐co‐worker‐supervisor triads from 146 organizations to examine the role of individual perspective‐taking and team creative environment in the association between individual creativity and organizational innovation. Adopting an interactionist perspective, we find that the link between individual creativity and organizational innovation is most clearly strengthened when individual perspective‐taking and team creative environment are both high. Neither individual perspective‐taking nor team creative environment alone moderated the relationship between creativity and innovation.     

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.     

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.     

组织发展干预分类模型述评

组织发展干预是有计划地在组织系统内引入变革改进的活动过程。随着大量干预策略与技术的提出与应用 ,各种作用不一的干预活动的分类问题受到重视。本文分别介绍了 7种有影响的干预分类模型 ,并简要地进行了分析和评论     

A Model of Creativity in Organizations: John Holland's Theory of Vocational Choice (1973) at Multiple Levels of Analysis

This conceptual paper serves to create a model of creativity and innovation at different organizational levels. It draws on John Holland's Theory of Vocational Choice (1973) as the basis for its structure by incorporating the six different personality types from his theory: conventional, enterprising, realistic, social, investigative, and artistic, as working together with each other within and between teams in organizations. The model begins with opposite personalities working together in two‐person groups to generate creative ideas and then expands to all six personalities working together as one team to implement innovative products and services. It is the underlying contrast of personalities in Holland's (1973) theory, where each personality contributes diverse ideas and skills, that when combined, produce new products and services that are financially beneficial, useful, and enhancing of well‐being for organizations and society.     

Understanding the Relationship Between Information Technology and Creativity in Organizations

Creativity is vital to organizational success. Information technologies (IT) have increasingly become a major influence on organizational efficiency and effectiveness. However, there has been a paucity of research aimed at specifying the relationship between these two areas of scholarship. This article will begin to fill this gap by exploring the ways that IT might influence creativity in organizations. This is important for organizational studies, given that knowledge and information are among the most important ingredients for creativity and are the very things that IT exist to manage. In this article, the creativity literature and much of the management oriented IT literature will be explored to suggest that IT plays an integral role in the creative process within organizations. Specifically, the main benefits that IT affords organizations will be considered and then applied to the requirements for creative production, the stages of the individual creative process, the process of organizational learning as related to creativity, and the creative process within large-scale project-based work. In addition, the conclusion will address the potential limitations of IT in relation to creativity as well as several thoughts concerning future research.     

Innovation in health care teams

While there has been much research on organizational innovation and on individual creativity, little research has examined the social psychological factors predicting work group innovation. In this exploratory study, using a new measure of innovativeness, eight health care teams were studied. Members of five ‘innovative’ and three ‘traditional’ teams (comprising 43 health care professionals) completed questionnaires examining aspects of individual and group work experience, and produced inventories of innovation reports. On the basis of these inventories, team innovativeness was rated by experienced health care professionals. Team innovation was predicted by climate for innovation (in particular tolerance of diversity), team commitment and team collaboration. The content of health care team innovations was also examined to reveal current trends.     

Organizational climate for creativity and innovation

Abstract

This article describes an instrument for measuring organizational structure and climate for creativity and innovation. Its application and validation in organizational settings is also described. Recommendations are made for using the instrument to develop interventions to promote organizational innovation.     

Bridging the gap between Counseling Psychologists and Organization Development Consultants

This article describes the similarities between the Organization Development (OD) process and the counseling process, as well as common traits among OD practitioners and Counseling Psychologists. It is directed to educators as well as business people. Since people skills have been identified as the key skill in successful OD interventions, it is posited that Counseling Psychologists are in a position to expand their roles by offering a fresh, if not unique, perspective to organizations. Suggestions are made for Counseling Psychologists to translate their skills to an organizational setting. Implications for counselor training programs, along with recommendations for a programmatic needs review are presented.This article summarizes the applicability of the Counseling Psychology profession to Organization Development interventions and discusses recommendations for counselor training.Portions of this article are based on the opinions of the authors and are not fully supported by research.     

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.     

高承诺组织与员工建言:双过程模型检验

以来自36个组织的223名员工为被试,通过上级、同事和员工自评三方配对的问卷数据,研究探讨了高承诺组织与员工建言行为之间的关系。采用多层结构方程模型等方法进行数据分析,结果发现:(1)高承诺组织对员工建言行为(包括上行建言和平行建言)有显著的促进作用;(2)员工知觉到组织内的职业机会在高承诺组织和上行建言之间起部分中介作用;工作满意度在高承诺组织和平行建言之间起部分中介作用;(3)工作绩效在知觉到职业机会和上行建言之间起正向调节作用;人际关系在工作满意度和平行建言之间起正向调节作用;(4)不光如此,工作绩效还调节着"高承诺组织-知觉职业机会-上行建言"这一中介路径;人际关系还调节着"高承诺组织-工作满意感-平行建言"这一中介路径。文章最后对所得结果、理论和实践意义及未来研究做了讨论。     

From Walls to Windows: Using Barriers as Pathways to Insightful Solutions

The purpose of this study was to explore and develop a conceptual model for how individuals unlock insight. The concept of insight — the ‘out of the box’ or ‘aha!’ solution to a problem — offers a framework for exploring and understanding how best to enhance problem solving skills due to the cognitive shift insight requires. Creative problem solving (CPS) is inherent to a variety of performance realms including effective decision making, innovation, and organizational development; however, related processes of insight, innovation and creativity remain intangible. The model, based on a review of the problem solving literature, proposes that insight involves a five stage, cyclical process emerging as: primary appraisal of the problem, secondary appraisal based on prior knowledge, initial focus, problem representation, and solution generation when, if no solution is found, the cycle begins again. The research has implications for individual, team and organizational settings suggesting that performance on a wide variety of problems may be improved by utilizing an integrated focus rather than a barrier or goal focus alone.     

Who benefits from independent careers? Employees,organizations, or both?

The traditional organizational career has been depicted as the classic example of how employers and employees can develop a mutually beneficial relationship; but changes in the competitive landscape and in individual work values have challenged its viability. Commentators have argued that a ‘new career’ deal, encapsulated by the notions of the protean and the boundaryless career, has emerged suggesting a shift in control of careers from organizations to individuals. Research has explored the implications for individuals' careers while largely neglecting consequences for organizations. Our paper seeks to remedy this by exploring both the individual and the organizational outcomes of independent career orientations and the extent to which organizations can manage these through high commitment human resource management (HRM) practices. Our study, conducted with 655 employee–supervisor dyads, indicates that a protean career orientation results in gains for both employees and organizations, whereas a boundaryless career orientation is associated with mutual losses. In addition, our findings suggest that high commitment HR practices play an important role in managing the outcomes of employees seeking traditional careers but have only a limited impact on those with a boundaryless career orientation.     

A Complexity Approach To Co-Creating An Innovative Environment

The distinguishing characteristic of complex co-evolving systems is their ability to create new order. In human systems this may take the form of new ways of working or relating, new ideas for products, procedures, artefacts, or even the creation of a different culture or a new organizational form. This article will explore the creation of new order using the principles of complexity and the concepts of creativity and innovation. It will argue that innovation can be facilitated by an enabling environment based on the logic of complexity and describe how one organization (the Humberside Training and Enterprise Council) co-created an innovative environment and changed its culture, ways of working, thinking, and relating.     

Ethics Code Awareness,Perceived Ethical Values,and Organizational Commitment

This study examines the relationships among ethics code awareness, perceived corporate ethical values, and organizational commitment. Three key findings emerged. First, those aware of the existence of an ethics code in their organizations perceived their organizations as having more ethical values than those not aware of an ethics code in their organizations. Second, respondents exhibited higher levels of organizational commitment when they were aware of an ethics code in their companies. Finally, the relationship between ethics code awareness and organizational commitment was fully mediated by perceptions of an organization’s ethical values. The results suggest that ethics codes may lead to higher levels of organizational commitment by increasing the belief that their organizations have strong ethical values, as long as the existence of ethics codes are adequately communicated.