How Job Pressure Affects R&amp;D Productivity

Gayle, John B.

doi:10.1080/00345334.1977.11756405

Cited by 2 publications

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Further, the level of creative effort is decreased by creativity blocks which occur typically in the organization. Three blocks common in research organizations are noted: a) Arbitrary Task Assignment and Definition (Eschenfelder, 1968;Zachary et al, 1984); 2 ) Lack of Goal Clarity and Goal Congruence between the performer and management (Eschenfelder, 1968;Harrison, 1975;Zachary et al, 1984) and 3) Excessive time pressure (Kaplan, 1960;Eschenfelder, 1968;Gayle, 1977).…”

Section: Blocks To Creativitymentioning

confidence: 99%

“…Further, an organic (Michael, 1979), matrix (Merrifield, 1979) and decentralized (McLean, 1960) structure will provide the creative individual with freedom sufficient to be creative. Other stimulants include rewarding creativity (Mears, 1961;Feinberg, 1968), exerting moderate, but not excessive pressure (Kaplan, 1960;Feinberg, 1968;Gayle, 1977), setting goals or benchmarks within larger research programmes (Feinberg, 1968;Eschenfelder, 1968) and providing the creative person with free time (Kaplan, 1960).…”

Section: Stimulating Creativitymentioning

confidence: 99%

See 1 more Smart Citation

Stimulating creativity through managerial intervention

Lovelace

1986

R & D Management

View full text Add to dashboard Cite

By linking creativity enhancement constructs to motivation theory, this paper theorizes how research managers, by virtue of their relationship with research personnel, may engage in behaviour which stimulates creative effort. Proposed is that the stimulation of creativity results from a basic scientist experiencing self‐actualization needs. Self‐actualization becomes prepotent in part as a result of the research manager's effort to satisfy lower level and higher level needs of scientists. Research managers may help satisfy such needs by virtue of their linking pin function, by engaging in goal setting and task definition, and by acquiring needed resources. The specific needs of basic scientists are specified based on the characteristics of basic scientists; two are predominant:— 1. The scientist is a professional, exhibiting many of the characteristics of professionals. 2. The scientist is a creative individual who, when sufficiently motivated produces novel ideas, combines old ideas in a novel way, or applies knowledge of one field to another. By satisfying the particular needs aroused by professional norms and creative ability, the research manager hence may help satisfy the needs of basic scientists. Appropriate managerial behaviours are linked to creativity enhancement in a model depicting the mechanisms whereby scientists are so motivated. Hypotheses are proposed as a basis for future research in testing the model.

show abstract

Section: Blocks To Creativitymentioning

confidence: 99%