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Innovation and Creativity in Organizations A State-of-the-Science Review, Prospective Commentary, and Guiding Framework

Published on Jul 1, 2014in Journal of Management9.06
· DOI :10.1177/0149206314527128
Neil Anderson44
Estimated H-index: 44
(Brunel University London),
Kristina Potocnik11
Estimated H-index: 11
(Edin.: University of Edinburgh),
Jing Zhou30
Estimated H-index: 30
(Rice University)
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Abstract
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 also included the latter phase of idea implementation. The authors discuss several seminal theories of creativity and innovation and then apply a comprehensive levels-of-analysis framework to review extant research into individual, team, organizational, and multilevel innovation. Key measurement characteristics of the reviewed studies are then noted. In conclusion, we propose a guiding framework for future research comprising 11 major themes and 60 specific questions for future studies.
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  • References (267)
  • Citations (572)
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References267
Newest
Published on Sep 1, 2014in Journal of Management9.06
Chia-Huei Wu24
Estimated H-index: 24
(UWA: University of Western Australia),
Sharon K. Parker41
Estimated H-index: 41
(UWA: University of Western Australia),
Jeroen P.J. de Jong25
Estimated H-index: 25
(EUR: Erasmus University Rotterdam)
The authors propose that need for cognition, an individual’s tendency to engage in and enjoy thinking, is associated with individual innovation behavior. Moreover, drawing on an interactionist perspective, the authors suggest that need for cognition becomes more important when individuals face lower job autonomy and time pressure in their work. This is because, when these job characteristics are low, there is no contextual driving force for individual innovation, so personality has a stronger in...
Published on May 1, 2014in Journal of Management9.06
Elisa Operti3
Estimated H-index: 3
(ESSEC Business School),
Gianluca Carnabuci7
Estimated H-index: 7
(USI: University of Lugano)
Complementing received research on the role of collaboration networks in fostering interorganizational learning and innovation, the authors focus on the importance of learning from other firms’ public knowledge. To this end they introduce the concept of spillover network—the network of “source” firms whose public knowledge a “recipient” firm is able to readily absorb and use as innovation input. Using patent-based data on a panel of semiconductor firms between 1976 and 2002, the authors demonstr...
Published on Feb 1, 2014in Journal of Organizational Behavior5.00
Hector P. Madrid6
Estimated H-index: 6
(University of Sheffield),
Malcolm Patterson23
Estimated H-index: 23
(University of Sheffield)
+ 2 AuthorsEdgar E. Kausel11
Estimated H-index: 11
(University of Chile)
Summary This article proposed and tested a multilevel and interactional model of individual innovation in which weekly moods represent a core construct between context, personality, and innovative work behavior. Adopting the circumplex model of affect, innovative work behavior is proposed as resulting from weekly positive and high-activated mood. Furthermore, drawing on the Big Five model of personality and cognitive appraisal theory, openness to experience and support for innovation are propose...
Published on Feb 1, 2014in Academy of Management Journal7.19
Matej Černe11
Estimated H-index: 11
(University of Ljubljana),
Christina G. L. Nerstad6
Estimated H-index: 6
(BI Norwegian Business School)
+ 1 AuthorsMiha Škerlavaj17
Estimated H-index: 17
(BI Norwegian Business School)
Knowledge hiding prevents colleagues from generating creative ideas, but it may also have negative consequences for the creativity of a knowledge hider. Drawing on social exchange theory, we propose that when employees hide knowledge, they trigger a reciprocal distrust loop in which coworkers are unwilling to share knowledge with them. We further suggest that these effects are contingent on motivational climate, in such a way that the negative effects of an individual's hiding knowledge on his/h...
Published on Jan 1, 2014
Sabine C. Jung4
Estimated H-index: 4
,
Ainhoa Martínez-Medina10
Estimated H-index: 10
+ 1 AuthorsMaria J. Pozo34
Estimated H-index: 34
Published on Jun 1, 2013in Personnel Psychology6.93
Yaping Gong25
Estimated H-index: 25
(HKUST: Hong Kong University of Science and Technology),
Jing Zhou30
Estimated H-index: 30
(Rice University),
Song Chang11
Estimated H-index: 11
(CUHK: The Chinese University of Hong Kong)
In this study, we examine when creativity is positively or negatively related to firm performance. Building on the creation–implementation tension theorized in the literature and the attention capacity perspective, we argue that the relationship between creativity and firm performance is contingent on riskiness orientation, firm size, and realized absorptive capacity. Data were collected from 761 core knowledge employees, 148 CEOs, and 148 HR executives from 148 high-technology firms. The result...
Published on Apr 1, 2013in Academy of Management Journal7.19
Ronald Bledow11
Estimated H-index: 11
(UGent: Ghent University),
Kathrin Rosing8
Estimated H-index: 8
,
Michael Frese69
Estimated H-index: 69
(NUS: National University of Singapore)
We argue that creativity is influenced by the dynamic interplay of positive and negative affect: High creativity results if a person experiences an episode of negative affect that is followed by a decrease in negative affect and an increase in positive affect, a process referred to as an “affective shift.” An experience-sampling study with 102 full-time employees provided support for the hypotheses. An experimental study with 80 students underlined the proposed causal effect of an affective shif...
Published on Mar 1, 2013in Journal of Management9.06
Anit Somech30
Estimated H-index: 30
(University of Haifa),
Anat Drach-Zahavy22
Estimated H-index: 22
(University of Haifa)
This study investigated team innovation as a process phenomenon by differentiating the creativity stage from the implementation stage. Based on the interactional approach, the authors argue that team composition (aggregated individual creative personality and functional heterogeneity) affects team creativity, which in turn promotes innovation implementation depending on the team’s climate for innovation. Results from a study of 96 primary care teams confirmed that aggregated individual creative ...
Published on Jan 1, 2013in Journal of Applied Psychology5.07
Gilad Chen35
Estimated H-index: 35
(UMD: University of Maryland, College Park),
Jiing-Lih Farh39
Estimated H-index: 39
(HKUST: Hong Kong University of Science and Technology)
+ 2 AuthorsXin Wu1
Estimated H-index: 1
(Beihang University)
Integrating theories of proactive motivation, team innovation climate, and motivation in teams, we developed and tested a multilevel model of motivators of innovative performance in teams. Analyses of multisource data from 428 members of 95 research and development (R&D) teams across 33 Chinese firms indicated that team-level support for innovation climate captured motivational mechanisms that mediated between transformational leadership and team innovative performance, whereas members' motivati...
Kristina Potocnik11
Estimated H-index: 11
(Edin.: University of Edinburgh),
Neil Anderson44
Estimated H-index: 44
(Brunel University London)
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 compa...
Cited By572
Newest
Published on Jun 1, 2019in European Journal of Operational Research3.81
Fridolin Haag1
Estimated H-index: 1
(ETH Zurich),
Sara Zürcher (Eawag: Swiss Federal Institute of Aquatic Science and Technology), Judit Lienert26
Estimated H-index: 26
(Eawag: Swiss Federal Institute of Aquatic Science and Technology)
Abstract Identifying objectives is essential for decision making, but individuals have difficulties stating their important objectives. In public and environmental decisions, the diverse views of stakeholders should be included, but eliciting a broad set of objectives is challenging. We (1) study the effectiveness of individual brainstorming for eliciting objectives in a real-world setting; (2) test three interventions to support individuals in generating objectives; (3) investigate which and ho...
Published on Nov 1, 2019in Journal of Business Research4.03
Maryam Ghasemaghaei5
Estimated H-index: 5
(McMaster University),
Goran Calic2
Estimated H-index: 2
(McMaster University)
Abstract Grounded in gestalt insight learning theory and organizational learning theory, we collected data from 280 middle and top-level managers to investigate the impact of each big data characteristic (i.e., data volume, data velocity, data variety, and data veracity) on firm innovation competency (i.e., exploitation competency and exploration competency), mediated through data-driven insight generation (i.e., descriptive insight, predictive insight, and prescriptive insight). Findings show t...
Published on Feb 22, 2019in Personnel Psychology6.93
Thomas W. H. Ng40
Estimated H-index: 40
(HKU: University of Hong Kong),
Mo Wang30
Estimated H-index: 30
(UF: University of Florida)
Published on Jul 11, 2019in Creativity and Innovation Management2.02
Michelle M. Hammond (UR: University of Rochester), Christine Cross9
Estimated H-index: 9
(UL: University of Limerick)
+ 1 AuthorsDawn L. Eubanks12
Estimated H-index: 12
(Warw.: University of Warwick)
Published on Sep 1, 2019in Human Resource Management Review3.63
Karen Landay2
Estimated H-index: 2
(UA: University of Alabama),
Peter D. Harms31
Estimated H-index: 31
(UA: University of Alabama)
Abstract The effects of music on human performance have been studied across many disciplines. Music has been shown to impact task performance, organizational citizenship behaviors, and learning (i.e., training), but the implications of the study of music in the workplace have not yet been fully realized. Therefore, we conduct an interdisciplinary review of research on music relevant to the field of management. We also offer a solution to the lack of theoretical grounding in previous work by appl...
Published on Sep 1, 2019in Technological Forecasting and Social Change3.81
Alice Mazzucchelli2
Estimated H-index: 2
(University of Milano-Bicocca),
Roberto Chierici2
Estimated H-index: 2
(University of Milano-Bicocca)
+ 1 AuthorsStefano Fontana3
Estimated H-index: 3
(Sapienza University of Rome)
Abstract In today's markets, innovation has been identified as a key driver of firms' competitive advantage and innovation capabilities and as a key explanatory variable for differences between firms in behavior and outcomes. Although the literature has explored innovation capabilities, typically from a firm-level perspective, little is known about how firms' innovation capabilities originate in lower-level entities and processes, namely in the microfoundations of innovation capabilities. To bri...
Xin Qin6
Estimated H-index: 6
(SYSU: Sun Yat-sen University),
Scott B. Dust5
Estimated H-index: 5
(Miami University)
+ -3 AuthorsSong Wang (ZJU: Zhejiang University)
Contributing to abusive supervision, creative leadership, and negative creativity research, we examine how and when leaders’ creative mindset relates to interpersonal aggression toward followers in the form of abusive supervision. Drawing upon moral disengagement theory, we theorize that leaders’ daily creative mindset positively relates to daily episodes of abusive supervision via state-based moral disengagement. Furthermore, we propose that trait-based moral disengagement moderates this indire...
Published on Jul 8, 2019in Human Performance1.10
Sun Young Sung8
Estimated H-index: 8
(NU: Nanjing University),
Jin Nam Choi30
Estimated H-index: 30
(SNU: Seoul National University)