One Size Does Not Fit All: Managing Radical and Incremental Creativity

Gilson, Lucy L.; Lim, Hyoun Sook; D’Innocenzo, Lauren; Moye, Neta

doi:10.1002/jocb.12

Cited by 65 publications

(77 citation statements)

References 75 publications

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“…Also, employees' perceptions of creativity could more accurately reflect creative habits as some employees may shield such behavior from their supervisors and peers (Ng & Feldman, 2012). Third, empirical evidence in early studies have also supported that employees themselves could be an effective source in assessing their own creativity (e.g., Gilson et al, 2012;Janssen, 2000;Shalley, Gilson, & Blum, 2009). For example, Janssen (2000) found that self-rated employee creativity is significantly correlated to supervisorrated employee creativity.…”

Section: Measures Perceived Radical Creativity and Incremental Creatimentioning

confidence: 99%

“…Since radical creativity and incremental creativity are quite distinct from one another, these two types of creativity may be developed through different processes and mechanisms. A few recent studies have identified several antecedents to radical and incremental creativity (Gilson, Lim, D'Innocenzo, & Moye, ; Gilson & Madjar, ; Madjar et al., ). These studies have found that various contextual factors such as creative co‐workers, resources (Madjar et al., ), and supportive supervision (Gilson et al., ) could affect these two types of creativity.…”

Section: Theories and Hypothesesmentioning

confidence: 99%

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The Influence of Openness to Experience on Perceived Employee Creativity: The Moderating Roles of Individual Trust

Jiang

Walsh

2016

Journal of Creative Behavior

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In this paper, we explain the influence of co‐worker trust on the effect of employees' openness to experience on their perceptions of their own creativity. We surveyed 199 working professionals in Ireland and found that openness to experience was positively associated with both employees' perceptions of their radical creativity and incremental creativity. In addition, the relationship between openness to experience and incremental creativity was negatively moderated by cognition‐based trust in his or her co‐worker. In conclusion, we discuss the theoretical and managerial implications of our findings and highlight directions for future research.

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Section: Measures Perceived Radical Creativity and Incremental Creatimentioning

confidence: 99%

Section: Theories and Hypothesesmentioning

confidence: 99%

The Influence of Openness to Experience on Perceived Employee Creativity: The Moderating Roles of Individual Trust

Jiang

Walsh

2016

Journal of Creative Behavior

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“…Some researchers have suggested that a deep level of involvement and absorption in an activity is required to generate breakthrough and novel ideas (Gilson, Lim, D'Innocenzo, & Moye, ). Therefore, it is probable that intrinsic rewards might trigger creativity that is high on novelty and originality because of the high level of involvement and absorption that these rewards create.…”

Section: Directions For Future Researchmentioning

confidence: 99%

Rewards and Creativity: Past, Present, and Future

Malik

Butt

2016

Applied Psychology

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Research on the effects of rewards on creativity has resulted in hundreds of empirical studies and several reviews of the reward-creativity relationship (RCR). Most reviews are retrospective in nature. They have quantitatively summarised and integrated previous research findings, but have largely overlooked the need for a theoretical framework to guide future research. The current systematic review of this literature intends to bridge this gap, based on the findings of 329 papers and book chapters. Our review summarises the theoretical developments in reward-creativity (RC) research, and classifies the literature in three distinct phases, i.e. the emergence of the cognitive perspective; behavioural rebuttal, and convergence. The paper identifies three important gaps in the existing RC literature: (1) the moderating effects of individual, group, organisational, and national-level factors; (2) the mediating role of cognitive and affective states; and (3) the lack of consideration of creativity as a multidimensional construct. Based on these gaps, the paper presents a fourfactor framework to guide future RC research. It identifies potential moderators and mediators of the RCR, and draws attention to creativity as a multidimensional construct.

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“…Hence, encouraging and achieving a specific type of creativity desired at the given organizational and task conditions are crucial for managers (Alexander & van Knippenberg, ; Byron & Khazanchi, ). Despite this theoretical and practical significance, empirical studies that identify drivers and boundary conditions of different creativity types remain scarce (Gilson, Lim, D'Innocenzo, & Moye, ). The present study fills these research gaps by identifying and empirically investigating distinct motivational underpinnings and dispositional contingencies involving the radical and incremental creativity of employees.…”

Section: Introductionmentioning

confidence: 99%

Distinct effects of intrinsic motivation and extrinsic rewards on radical and incremental creativity: The moderating role of goal orientations

2019

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Summary Previous studies have investigated the role of intrinsic motivation and extrinsic rewards in enhancing employee creativity. However, the possibility that these motivational factors affect the creativity of different types remains largely unexplored, particularly in the organizational settings. Moreover, the potential that personality traits may moderate the function of these motivational factors toward creativity is another underresearched area. By drawing on the person–situation interaction perspective, we propose that both intrinsic motivation and extrinsic rewards predict creativity but of different types. Thus, we diverge from the view that creativity is a uniform criterion domain by adopting the distinction between radical and incremental creativity. Our empirical analysis of 220 independent employee–supervisor dyads confirmed that intrinsic motivation and extrinsic rewards predict radical and incremental creativity, respectively. Moreover, the effects of intrinsic motivation on radical and incremental creativity are more positive for employees with higher learning goal orientation. By contrast, the effect of extrinsic rewards on incremental creativity is more positive for employees with higher performance goal orientation. This study offers elaborate and nuanced perspectives and insights into the role of different motivational processes in the development of different types of creativity.

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One Size Does Not Fit All: Managing Radical and Incremental Creativity

Cited by 65 publications

References 75 publications

The Influence of Openness to Experience on Perceived Employee Creativity: The Moderating Roles of Individual Trust

The Influence of Openness to Experience on Perceived Employee Creativity: The Moderating Roles of Individual Trust

Rewards and Creativity: Past, Present, and Future

Distinct effects of intrinsic motivation and extrinsic rewards on radical and incremental creativity: The moderating role of goal orientations

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