A Model Of Creativity And Innovation In Organizations

Research In Organizational Behavior 10:123-167.
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    ABSTRACT: People differ in their implicit theories about mental toughness, that is, whether they believe this quality is immutable (entity theorists) or changeable (incremental theorists). The aim of this study was to explore whether peoples' implicit theories of mental toughness are related to cognitive, motivational, and behavioral variables considered as hallmarks of this personal quality. We conducted 3 studies with participants from different achievement contexts: 444 undergraduate students aged 17 to 26 years (M = 19.25); 395 employees aged 25 to 79 years (M = 48.78); and 230 adolescent athletes aged 11 to 17 years (M = 14.98). Students completed a measure of implicit theories of mental toughness, fear of failure, and perceived stress. Employees completed a measure of implicit theories and were rated on performance and creativity by their supervisor. Athletes completed a measure of implicit theories of mental toughness, resilience, and thriving. Across all 3 samples, cluster analyses supported the existence of an incremental theory (high incremental theory, low entity theory) alongside an ambivalent group (moderate scores on both theories). These clusters differed on fear of failure, stress, performance, creativity, resilience, and thriving consistent with theoretical expectations. The current findings suggest that people's implicit theories of mental toughness may have important implications for understanding cognitive, motivational, and behavioral correlates considered hallmarks of this psychological concept.
    Sport, Exercise, and Performance Psychology. 08/2014; published online.
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    ABSTRACT: Organizational creativity has been identified as a key element of successful competition. However, companies tend to emphasize efficiency and profitability which may lead to routinized behavior, with the potential of numbing creativity and the ability to sense and exploit opportunities and overcome challenges. The dilemma of operating efficiently while fostering creativity is vital to continued success and growth. This article examines the sources of creativity as well as the group of individuals called creatives. It offers insights into the environmental and organizational forces that organizations can harness to enhance their creativity.
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    ABSTRACT: Innovation is an important source of a firm’s competitiveness but innovation is increasingly being understood as the product of interacting networks of firms rather than their independent efforts. Research has examined the nature and role of networks in innovation in various contexts and how it can be managed. One under-researched but increasingly important, form of innovation, in which network interactions play a key role is the development of new software applications or apps, in online communities. This form of innovation lends itself to research because it is accessible, provides information about the network of participants and their interactions over time and the sequences of resulting innovations. We describe how online communities can be studied to test various network based propositions about innovation as well as the effects of contextual factors.
    Australia New Zealand Marketing Academy, Griffith University, Brisbane, Australia; 12/2014


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