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This study extends theory and research by differentiating between routine, noncreative performance and 2 distinct types of creativity: radical and incremental. We also use a sensemaking perspective to examine the interplay of social and personal factors that may influence a person's engagement in a certain level of creative action versus routine, noncreative work. Results demonstrate that willingness to take risks, resources for creativity, and career commitment are associated primarily with radical creativity; that the presence of creative coworkers and organizational identification are associated with incremental creativity; and that conformity and organizational identification are linked with routine performance. Theoretical and managerial implications are discussed.

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This study extends creativity theory and research by differentiating between 2 distinct forms of creative performance: radical and incremental. It also examines the differential effects of certain antecedents on these two forms of creativity. Results demonstrate that intrinsic motivation, problem-driven, and abstract theory-related creative ideas are associated mostly with radical creativity, whereas extrinsic motivation and ideas that are solution-driven and developed on the basis of concrete practices are linked more closely to incremental creativity. Theoretical and managerial implications are discussed.

This study examined relations between employee creativity and emotional and informational support provided by three sources: individuals in the primary work unit, other work‐related individuals and non‐work‐related individuals. I also examined whether openness to experience moderated these relations. Results showed significant relations between creativity and emotional support from primary unit and other work‐related individuals, and informational support from primary unit and non‐work‐related individuals. Emotional support from non‐work‐related individuals had a stronger relation to creativity for employees low on openness to experience than for those high on openness. Implications of these results for organizational research and practice are discussed.