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Assessing Innovation: A 360‐Degree Appraisal Study

Published on Dec 1, 2012in International Journal of Selection and Assessment0.83
· DOI :10.1111/ijsa.12012
Kristina Potocnik11
Estimated H-index: 11
(Edin.: University of Edinburgh),
Neil Anderson44
Estimated H-index: 44
(Brunel University London)
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Abstract
This study examines the evaluation of innovation in a wider competency framework and within a 360‐degree rating procedure among managerial‐level job holders. The total sample of 2,979 individuals consisted of 296 target employees and their 318 bosses, 1208 peers, 828 direct reports, and 329 others who provided ratings on a competency framework. The results showed significant differences in innovation‐related competence ratings between different raters. Self-ratings were significantly lower compared to the overall observer ratings and were correlated only with peer ratings. Different patterns of results were found for the lower and upper quartiles based on self-ratings. For instance, no correlations were observed between self-ratings and the ratings of any observers in the group of best self-rated individuals. Implications for practice and future research in assessment and evaluation of innovation are discussed in conclusion.
  • References (64)
  • Citations (9)
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References64
Newest
Rainer Hensel1
Estimated H-index: 1
(The Hague University of Applied Sciences),
Frans Meijers15
Estimated H-index: 15
(The Hague University of Applied Sciences)
+ 1 AuthorsJoseph Kessels14
Estimated H-index: 14
360 degree feedback is a widely used technique in the area of strategic human resource management (SHRM) and strategic human resource development (SHRD). The reliability of 360 degree feedback on the capacity to develop personal qualities has been investigated. This study shows to what extent the number of raters is related to an increasing reliability and an enhancement of correlation between supervisor and peer ratings. Ten raters are needed to reach a satisfying reliability level of 0.7 for t...
Regina H. Eckert3
Estimated H-index: 3
,
Bjørn Z. Ekelund6
Estimated H-index: 6
+ 1 AuthorsJeremy Dawson33
Estimated H-index: 33
(Aston University)
360-degree feedback from a variety of rater sources yields important information about leaders' styles, strengths and weaknesses for development. Results where observer ratings are discrepant (i.e., different) from self-ratings are often seen as indicators of problematic leadership relationships, skills, or lack of self-awareness. Yet research into the antecedents of such self-observer rating discrepancy suggests the presence of systematic influences, such as cultural values. The present study i...
Giovanni B. Moneta29
Estimated H-index: 29
(London Metropolitan University),
Teresa M. Amabile52
Estimated H-index: 52
(Harvard University)
+ 1 AuthorsSteven J. Kramer10
Estimated H-index: 10
This study examined the convergent and construct validity of ratings of individual creative contributions in a team context. A sample of 201 employees and supervisors, working on 26 team projects, completed the NEO-Five Factor Inventory and rated themselves and their teammates monthly on a single item measuring creative contributions to the project. The convergent validity of the ratings was supported because there was consistency among other ratings of the same targets and among different types...
Published on Apr 1, 2010in Academy of Management Journal7.19
Feirong Yuan5
Estimated H-index: 5
(KU: University of Kansas),
Richard W. Woodman22
Estimated H-index: 22
(A&M: Texas A&M University)
Why do employees engage in innovative behavior at their workplaces? We examine how employees' innovative behavior is explained by expectations for such behavior to affect job performance (expected positive performance outcomes) and image inside their organizations (expected image risks and expected image gains). We found significant effects of all three outcome expectations on innovative behavior. These outcome expectations, as intermediate psychological processes, were shaped by contextual and ...
Published on Jan 1, 2010in Journal of Applied Psychology5.07
Markus Baer16
Estimated H-index: 16
(WashU: Washington University in St. Louis)
Disentangling the effects of weak ties on creativity, the present study separated, both theoretically and empirically, the effects of the size and strength of actors’ idea networks and examined their joint impact while simultaneously considering the separate, moderating role of network diversity. I hypothesized that idea networks of optimal size and weak strength were more likely to boost creativity when they afforded actors access to a wide range of different social circles. In addition, I exam...
Published on Dec 1, 2009in Group & Organization Management3.10
Nai-Wen Chi17
Estimated H-index: 17
(National Chengchi University),
Yin-Mei Huang1
Estimated H-index: 1
(KNU: Kainan University),
Shu-Chi Lin1
Estimated H-index: 1
(National Chengchi University)
Although team diversity facilitates team innovation, research on the relationship between organizational tenure diversity and team innovation has produced mixed findings. To reconcile these inconsistent past findings, the present study is designed to investigate the possible curvilinear relationship between organizational tenure diversity and team innovation, and the moderating effect of team-oriented HR practices. We collect data from 67 R&D teams, including 321 engineers, for our sample, and h...
Published on Mar 1, 2009in Journal of Management9.06
Scott F. Latham5
Estimated H-index: 5
(Bentley University),
Michael R. Braun9
Estimated H-index: 9
(UM: University of Montana)
This article introduces managers' personal risk considerations into the relationship between organizational decline and innovation. The agency-based perspective is used to complement threat rigidity theory and prospect theory in examining how managerial ownership and slack resources affect managers' innovation decisions when firms experience poor performance. The findings indicate that more managerial ownership decelerates innovation spending. The availability of slack resources also reduces the...
Published on Jan 1, 2009in Journal of Applied Psychology5.07
Ute R. Hülsheger20
Estimated H-index: 20
(UM: Maastricht University),
Neil Anderson44
Estimated H-index: 44
(UvA: University of Amsterdam),
Jesús F. Salgado22
Estimated H-index: 22
(University of Santiago de Compostela)
This article presents a meta-analysis of team-level antecedents of creativity and innovation in the workplace. Using a general input-process-output model, the authors examined 15 team-level variables researched in primary studies published over the last 30 years and their relation to creativity and innovation. An exhaustive search of the international innovation literature resulted in a final sample (k) of 104 independent studies. Results revealed that team process variables of support for innov...
Published on Jul 1, 2008in Journal of Organizational Behavior5.00
Yair Berson17
Estimated H-index: 17
(University of Haifa),
Shaul Oreg17
Estimated H-index: 17
(University of Haifa),
Taly Dvir6
Estimated H-index: 6
(TAU: Tel Aviv University)
Few empirical works have examined the process through which CEO dispositions relate to organizational outcomes. In this study we examined the relationships between CEO values and organizational culture, and between organizational culture and firm performance. Data were collected from different sources (26 CEOs, 71 Senior Vice Presidents and 185 other organizational members), and include organizational financial performance data collected at two points in time. In support of our hypotheses, CEO s...
Published on Jan 1, 2007in Journal of Applied Psychology5.07
Zhi-Xue Zhang13
Estimated H-index: 13
(PKU: Peking University),
Paul S. Hempel12
Estimated H-index: 12
+ 1 AuthorsDean Tjosvold51
Estimated H-index: 51
(Lingnan University)
Teamwork and coordination of expertise among team members with different backgrounds are increasingly recognized as important for team effectiveness. Recently, researchers have examined how team members rely on transactive memory system (TMS; D. M. Wegner, 1987) to share their distributed knowledge and expertise. To establish the ecological validity and generality of TMS research findings, this study sampled 104 work teams from a variety of organizational settings in China and examined the relat...
Cited By9
Newest
Published on Sep 1, 2018in Journal of Sport Management2.17
Rachel Arnold10
Estimated H-index: 10
,
David Fletcher28
Estimated H-index: 28
(Lboro: Loughborough University),
Jennifer Hobson (Lboro: Loughborough University)
In this study, the authors interviewed Olympic athletes about their perceptions of their leaders and managers, with a particular focus on perceptions of negatively valenced and socially undesirable characteristics and their effects. The results highlight five main dark characteristics: self-focused, haughty self-belief, inauthentic, manipulative, and success-obsessed. The findings also indicate negative effects of such characteristics (viz., performance and career threats, affected confidence, p...
Published on Jan 1, 2017
This conceptual article contributes to understanding of individual innovative competence by providing a comprehensive view of the concept, integrating different theories from innovation management ...
Published on Jan 1, 2017
Elaine Rabelo Neiva7
Estimated H-index: 7
(UnB: University of Brasília),
Helenides Mendonça3
Estimated H-index: 3
+ 1 AuthorsLeela Francischeto2
Estimated H-index: 2
(UnB: University of Brasília)
Innovation may refer to a new product or service, a new production process technology, a new structure or management system, or a new plan or program developed by the members of the organization. Among the various categories of innovation, three have drawn more attention from organizational scholars: managerial and technical, products and processes, and radical and incremental. This chapter aims to define innovation and discuss the key attributes associated with it, at the individual, group, and...
Kristina Potocnik11
Estimated H-index: 11
(Edin.: University of Edinburgh),
Neil Anderson44
Estimated H-index: 44
(Brunel University London)
This paper was supported by the British Academy: [Grant number SG110409] awarded to the first author and by UK Leverhulme Trust: [Grant number IN-2012-095] awarded to the second author.
Published on Sep 1, 2015in Journal of Business and Psychology2.58
Francesco Montani7
Estimated H-index: 7
(Université de Sherbrooke),
Carlo Odoardi5
Estimated H-index: 5
(UniFI: University of Florence),
Adalgisa Battistelli6
Estimated H-index: 6
(University of Bordeaux)
Purpose Building on goal-regulation theory, we examine a) whether the regulatory elements of proactive goal generation, namely envisioning and planning, can sequentially stimulate individual innovative work behaviour, with planning acting as a mediator in the envisioning–innovation relationship and b) whether the link between envisioning and planning can be strengthened by the joint contributions of psychological empowerment and team support for innovation (TSI).
Published on Apr 17, 2015
Kristina Potocˇnik1
Estimated H-index: 1
,
Neil Anderson44
Estimated H-index: 44
,
Felisa Latorre1
Estimated H-index: 1
Diana E. Krause10
Estimated H-index: 10
(AAU: Alpen-Adria-Universität Klagenfurt),
Neil Anderson44
Estimated H-index: 44
(Brunel University London)
+ 1 AuthorsZulaicha Parastuty1
Estimated H-index: 1
(AAU: Alpen-Adria-Universität Klagenfurt)
Although assessment centers (AC) continue to spread to Asian countries, no published study exists that evaluates AC practices in an Asian country, and none within the largest populous country within the region of Indonesia. Therefore, we conducted an exploratory survey of Indonesian organizations to examine how ACs are designed, executed, implemented, and evaluated in the target country. In this article, we show first how political, economic, and cultural circumstances have an impact on the use ...
Published on Jul 1, 2014in Journal of Management9.06
Neil Anderson44
Estimated H-index: 44
(Brunel University London),
Kristina Potocnik11
Estimated H-index: 11
(Edin.: University of Edinburgh),
Jing Zhou31
Estimated H-index: 31
(Rice University)
Creativity and innovation in any organization are vital to its successful performance. The authors review the rapidly growing body of research in this area with particular attention to the period 2002 to 2013, inclusive. Conceiving of both creativity and innovation as being integral parts of essentially the same process, we propose a new, integrative definition. We note that research into creativity has typically examined the stage of idea generation, whereas innovation studies have commonly als...
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