A Model Of Creativity And Innovation In Organizations

Research in Organizational Behavior (Impact Factor: 2.06). 01/1988; 10:123-167.
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    • "Decotiis and Koys (1980) described 'autonomy as the perception of self determination with respect to work procedures priorities and goals'. Amabile's (1988, 1996) componential theory of creativity explained the importance of work environment autonomy in enhancing employees' creative performance. The work environment always influences employees' task performance, because employees' affective and perceptual aspects are controlled by the conditions at work. "
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    ABSTRACT: In the present global business environment, organizations need different approaches for overcoming the current demands and future challenges for which a creative workplace is a prerequisite. To understand workplace creativity in depth, we need to examine the interactions between personal and contextual characteristics as well as interactions among the contextual characteristics in an organization. Although researchers have attempted to understand the interactions between personal and contextual characteristics, enough attention has not been paid to the interactions among the contextual variables of employee creativity. In the present study, an attempt has been made to examine the interacting role of task complexity with work autonomy in contribution towards workplace creativity. The study has been carried out upon 304 information technology (IT) professionals working in different IT companies located in the Kochi and Trivandrum region of the state of Kerala. Findings reveal that the three dimensions of work autonomy, namely, work method autonomy, work schedule autonomy and work criteria autonomy have a direct positive contribution towards workplace creativity. Direct positive contribution towards workplace creativity is also exhibited by task complexity. As far as the moderating effect is concerned, task complexity is found to moderate significantly the relationships of work criteria as well as work schedule dimension of work autonomy with workplace creativity.
    Global Business Review 10/2015; 16(5):772-784. DOI:10.1177/0972150915591435
    • "Creativity is a starting point for innovation and innovation is considered as " the successful implementation of creative ideas within an organization " ( Amabile , 1996 ) . "
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    ABSTRACT: Purpose – This paper aims to investigate the relationship among emotional intelligence (EI), conflict management styles (CMSs) and innovation performance, and test the mediating effects of various types of CMSs. Innovation is playing a more and more critical role in the survival and development of companies. EI is assumed to be an antecedent of employees’ innovation performance. Conflict is an inevitable phenomenon in organizations, and different CMSs have different impacts on individual performance. Design/methodology/approach – Research data were obtained from 159 employees in the construction industry in China. SPSS 19.0 was used to test and verify the hypotheses concerning the relationship among EI, CMSs and innovation performance. The authors also conducted a 500-times bootstrapping to verify the mediating roles of different CMSs. Findings – Results indicate that EI is positively and significantly associated with integrating, compromising and dominating styles, as well as innovation performance in the construction industry. In addition, the integrating style has a significantly positive relationship with innovation performance. This research also confirms the mediating effect of integrating style on the relationship between EI and innovation performance. Practical implications – The authors recommend that managers, especially in the construction industry, who are willing to maintain high levels of innovation performance of employees can provide EI training programs. In addition, to improve innovation performance, companies should provide employees with appropriate training emphasizing the importance of conflict management strategies, especially the integrating style. Originality/value – Limited research has focused on the antecedents of conflict management strategies or the relationship between EI and innovation performance. A framework integrating EI, CMSs and innovation performance is put forward and empirical evidence of the relationship between EI and employees’ innovation performance is provided. This research helps to have a better understanding of the relationship between EI and innovation performance by introducing the integrating style as a mediating variable.
    International Journal of Conflict Management 10/2015; 26(4). DOI:10.1108/IJCMA-06-2014-0039 · 0.25 Impact Factor
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    • "Based on Neubert et al.'s (2008) findings, the conceptual model presented here proposes that servant leadership impacts organizational innovativeness by working through overall job attitudes. Also, where Neubert et al.'s (2008) model explored the link between servant leadership and creativity, the current study explores the link between servant leadership and innovation which has been shown to be a byproduct of creativity (Amabile, 1988; Scott & Bruce, 1994). "
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    ABSTRACT: Research literature prescribes a multitude of paths that organizations and institutions can pursue in order to innovate and create value of which, leadership and managerial practices are, perhaps, the most studied. The purpose of this paper is two-fold. First, this paper joins a growing stream of research linking servant leadership to organizational outcomes in the context of the challenging and volatile environment of the motor carrier industry. Second, applying the strategy-structure-performance framework, this paper aims to add clarity to the understanding of how servant leadership, working through an intangible structural element, is capable of enabling organizational goals. Through a structural equation modeling analysis, evidence is provided to support the notion that servant leadership can enable operational performance. Moreover, the effects of this leadership style appear to be mediated by the degree to which leaders impact followers’ job attitudes. No support was found to verify the hypothesized direct and indirect links between servant leadership and innovativeness, however, this study provides a structural model capable of facilitating further study of this relationship by incorporating additional variables.
    Midwest Academy of Management, Columbus, Ohio; 10/2015
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