The Curvilinear Relation Between Experienced Creative Time Pressure and Creativity: Moderating Effects of Openness to Experience and Support for Creativity

Department of Business Administration, University of Illinois at Urbana-Champaign, Champaign, IL 61820, USA.
Journal of Applied Psychology (Impact Factor: 4.31). 08/2006; 91(4):963-70. DOI: 10.1037/0021-9010.91.4.963
Source: PubMed


This study examined the possibility of a curvilinear relation between the creative time pressure employees experience at work and their creativity. The authors also examined whether this curvilinear relation was moderated by employees' scores on the openness to experience personality dimension and by the support for creativity employees received from supervisors and coworkers. Data were obtained from 170 employees and 10 supervisors of a manufacturing organization. Results showed an inverted U-shaped creative time pressure-creativity relation for employees who scored high on openness to experience while simultaneously receiving support for creativity. The authors discussed the implications of these results for future research and practice.

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    • "Time pressure is commonly referred to as the extent to which employees feel that they need to work at a faster than usual pace or have insufficient time to finish their work tasks (Baer & Oldham, 2006; Kinicki & Vecchio, 1994). Based on action regulation theory, Diestel and Schmidt (2012) argued that time pressure (as an aspect of high workload) overtaxes processes of action regulation because employees need to shift and adapt action plans, focus on task-relevant information, and change their goal-related priorities. "

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    • "Because organizations demand that their members achieve several different goals (such as efficiency, error-free operation, and problem solving), organizational rewards may result in varying interpretations and stimulate different types of work effort (Eisenberger & Aselage, 2009; Malik et al., 2015). Similarly, in pointing out the ambiguity of the role of time pressure with respect to employee creativity, Baer and Oldham (2006) advocated the need for attending to " a specific form of time pressure that should be particularly relevant to creativity " (p. 963). "
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    • "Are constraints mainly harmful for creativity, as suggested by innovation research and studies into organizational creativity, or can constraints be supportive as well, as suggested by psychological research on creativity? Interactionist studies propose that organizational constraints and design constraints interact (Oldham & Cummings, 1996; Burroughs & Mick, 2004; Baer & Oldham, 2006). An organizational constraint, for example a restricted budget, may have consequences for the design as certain features may get out of reach. "
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