Creativity in Organizations

Mumford, Michael D.; Hester, Kimberly S.; Robledo, Issac C.

doi:10.1016/b978-0-12-374714-3.00001-x

Cited by 74 publications

(43 citation statements)

References 43 publications

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“…Creativity is the production of novel and useful ideas or solutions to problems employees face, while innovation refers to the extent to which those creative ideas are implemented (Mumford, 2011). Hence, innovation is frequently viewed as a two-stage process in which creativity is seen as the first stage of innovation.…”

Section: Voice and Outcomesmentioning

confidence: 99%

When Voice Matters

Bashshur

2014

Journal of Management

278

105

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The conventional wisdom is that voice leads to desirable outcomes for organizations. However, this is most certainly an oversimplification. Of the over 1,000 studies examining the impact of voice in organizations, the implications of voice vary by the level of the organization (individual, group, organization) as well as the outcome of interest (e.g., group harmony vs. job satisfaction). In this article, we draw from the diverse literatures examining the impact of voice to integrate the theoretical frameworks and empirical results for voice outcomes across organizational levels. To do so, we start with a discussion of the definition and development of voice as a construct, beginning with Hirschman's seminal work on voice/exit/loyalty. We then review the theoretical frameworks within each level that explain the effect of voice on outcomes, highlight the role of mediating or moderating mechanisms, and discuss directions for future research. Finally, we emphasize emerging trends in the study of voice and suggest areas in which the various literatures may benefit from borrowing across fields and levels of interest to produce a more comprehensive, theoretically grounded, and cohesive body of work.

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Section: Voice and Outcomesmentioning

confidence: 99%

When Voice Matters

Bashshur

2014

Journal of Management

278

105

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“…With the development of economic globalization and modern science and technology, the world economy is marching from the era of industrialization toward that of knowledge economy, and the economic growth is increasingly driven by technological innovation. In this context, creativity has become dramatically pivotal to companies aspiring to gain advantages in an ever-increasingly competitive market environment (e.g., Amabile, 1988 ; Woodman et al, 1993 ; Shalley and Gilson, 2004 ; George and Zhou, 2007 ; Mumford, 2011 ). This is not only embodied in the fact that creativity is crucial to an organization’s economic success (e.g., Geroski et al, 1993 ; Eisenhardt and Tabrizi, 1995 ), but that creativity conduces to improved organizational performance, such as crisis response capability ( Tushman and O’Reilly, 1996 ), organizational planning capability ( Mumford et al, 2008 ), teamwork spirit, and organizational citizenship ( Amabile et al, 2004 ).…”

Section: Introductionmentioning

confidence: 99%

Person-Environment Fit and Employee Creativity: The Moderating Role of Multicultural Experience

Wang

2018

Front. Psychol.

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Previous research has demonstrated the positive effects of congruent personal and environmental characteristics on creativity. None of them, however, has tested the formal theory of person-environment fit for predicting creativity in the context of multicultural experiences. This study examined the effects of two versions of person-environment fit (Demands-abilities fit and Needs-supplies fit) on employee creativity in China, taking into account the moderating role of multicultural experiences. The results, based on the data of East Asian Social Survey in the Chinese General Social Survey (CGSS) in 2015, showed employees with demands-abilities fit have lower creativity than those with demands-abilities misfit; nevertheless, the demands-abilities fit creates a growing impact on employee creativity with increasing multicultural experience. Additionally, the higher the needs-supplies fit, the stronger the employee creativity; and, the needs-supplies fit creates a growing impact on employee creativity with increasing multicultural experience. It shows that different versions of person–environment fit have different effects on employee creativity and multicultural experience moderated the effects of person-environment fit on employee creativity. Implications for research and practice are discussed.

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“…Culture affects how individuals relate to, behave, and perform in work groups. Not surprisingly, recent research on cultural effects on group creativity has burgeoned (Li, Kwan, Liou, & Chiu, 2013; Mumford, 2012).…”

mentioning

confidence: 99%

Situational Salience of Norms Moderates Cultural Differences in the Originality and Usefulness of Creative Ideas Generated or Selected by Teams

Liou¹,

Lan

2017

Journal of Cross-Cultural Psychology

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This study examines how culture affects the normative processes implicated in cultural differences in creative behaviors. Western norms prioritize originality and Eastern norms usefulness. In a cross-cultural study, we found significant performance differences in terms of originality and usefulness between Americans and Taiwanese only when these norms were salient, as when the task required individuals to select ideas (vs. generate new ideas) or to work in a group (vs. work alone). Compared with Taiwanese, Americans generated more original ideas when they worked in a group or when the task required them to select ideas for further elaboration. When required to select ideas in a group, norms were most salient and Americans’ relative advantage over Taiwanese in originality was most pronounced. In contrast, compared with Americans, Taiwanese generated more useful ideas when they worked in a group or when the task required them to select ideas for further elaboration. When required to select ideas in a group, Taiwanese’s advantage over Americans in usefulness was most pronounced. Moreover, although Americans and Taiwanese were equally capable of generating original and useful ideas, Taiwanese teams tended to express useful ideas and hold back original ones in group discussion. In contrast, American teams tended to hold back useful ideas. The theoretical and future research implications of these findings are discussed.

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Creativity in Organizations

Cited by 74 publications

References 43 publications

When Voice Matters

When Voice Matters

Person-Environment Fit and Employee Creativity: The Moderating Role of Multicultural Experience

Situational Salience of Norms Moderates Cultural Differences in the Originality and Usefulness of Creative Ideas Generated or Selected by Teams

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