The combined effects of relationship conflict and the relational self on creativity

Jung, Eun Ji

doi:10.1016/j.obhdp.2015.06.006

Cited by 40 publications

(48 citation statements)

References 86 publications

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“…Meta-analyses of relationship conflict have generally shown that relationship conflict results in a negative net loss for everyone within a team (de Wit, Greer, & Jehn, 2012), with some exceptions (e.g., Jung & Lee, 2015). Likewise, task conflicts are generally seen as detrimental to teams, although some studies have found positive effects (e.g.…”

Section: The Relationship Between Faultlines Status Conflict and Tementioning

confidence: 99%

Structuring Reality Through the Faultlines Lens: The Effects of Structure, Fairness, and Status Conflict on the Activated Faultlines–Performance Relationship

Antino

Rico

Thatcher

2019

AMJ

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Section: The Relationship Between Faultlines Status Conflict and Tementioning

confidence: 99%

Structuring Reality Through the Faultlines Lens: The Effects of Structure, Fairness, and Status Conflict on the Activated Faultlines–Performance Relationship

Antino

Rico

Thatcher

2019

AMJ

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“…The scholars pay attention to the fact that an individual creativity threatens to the social connections (Arndt et al, 1999;Storr, 1972). Additionally, creativity provokes not only a rejection and criticism (Sutton, 2001), but also the confl icts in an organization (Jung & Lee, 2015). Finally, creativity causes feeling of guilt (Arndt et al, 1999) or can lead to selfdestruction (Storr, 1972).…”

Section: Creativity and Innovation In The Perspective Of Managementmentioning

confidence: 99%

“…We can remember the peripeteias of S. Jobs' career in Apple Company. In general, creativity management is inseparable from confl ict management (Gelfand et al, 2008;Hoever et al, 2012;Tekleab & Quigley, 2014;Nijstad et al, 2014;Jung & Lee, 2015;Chen et al, 2015). MP3 has one more aspect.…”

Section: Tab 3: Defi Nition Of Innovation In the Context Of Managementmentioning

confidence: 99%

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The paradoxes of creativity management

Kačerauskas¹

2016

E+M

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al. (1999). Creativity and terror management: Evidence that creative activity increases guilt and social projection following mortality salience. Journal of Personality and Social Psychology, 77(1), 19-32. doi:10.1037/0022-3514.77.1.19. Barevičiūtė, J. (2014). Pagrindiniai kūrybiškumo ir kūrybingumo aspektai šiuolaikiniuose humanitariniuose bei socialiniuose moksluose [The aspects of creativity and creativeness in contemporary humanities and social sciences]. Filosofi ja. Sociologija, 25(1), 19-28. Basadur, M., & Hausdorf, P. A. (1996). Measuring divergent thinking attitudes related to creative problem solving and innovation management. Creativity Research Journal, 9(1), 21-32. doi:10.1207/s15326934crj0901_3. Bilton, C., & Cummings, S. (2014. A framework for creative management and managing creativity. In C. Bilton, & S. Cummings (Eds.), Handbook of management and creativity (pp. 1-12). Regency: Edward Elgar Publishing. Bilton, C. (2015). Uncreativity: the shadow side of creativity. Business Administration and Management Gibson, C. B., & Birkinshaw, J. (2004 Business Administration and Management Abstract THE PARADOXES OF CREATIVITY MANAGEMENT Tomas KačerauskasCreativity is a very important aspect of market economy. Creativity is an ambivalent and contradictory phenomenon that covers both positive and negative aspects. As a result, management of creativity faces some paradoxes. The paper deals with 10 paradoxes of creativity management including one grand paradox (GP) and nine minor paradoxes (MP). By stimulating creativity, the managers risk to provoke the disobedience for their instructions including an instruction to develop creativity (GP). Successful period of an organization is an obstacle to develop the creative ideas (MP1). A radical implementation of creative ideas threatens the identity of organization (MP2). Creativity provokes the confl icts in organization (MP3). Every inventor or innovator tries to negate his (her) social environment that has educated and stimulated him (her) (MP4). Although hard management kills creativity, the latter needs sometimes very hard decisions (MP5). The worse the results are, the more creative the decisions in organization are (MP6). Organizations should manage both quantity and quality (MP7). Organization needs not only management of knowledge but also management of ignorance and naiveté (MP8). The managers should forget the past success of organization and think about future end of it (MP9). The main aim of this paper is to describe these paradoxes.Another aim is to present the different approaches towards creativity management. Finally, the paper seeks to dethrone a naive attitude that creativity in economy solves all possible problems. The biggest challenge to the management is the very creativity.

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“…Research needs to examine the influence of both facilitative and inhibitive social contexts on employees' creative performance. Second, and more importantly, research has shown that inhibitive social contexts (e.g., relationship conflict), under certain circumstances, can benefit creativity (e.g., De Dreu & Nijstad, ; Jung & Lee, ). Consequently, it is important to identify specific conditions under which inhibitive social contexts can be harnessed to render creative performance.…”

Section: Introductionmentioning

confidence: 99%

The impact of anger on creative process engagement: The role of social contexts

2017

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Drawing on the cognitive persistence perspective of creativity and conservation of resources theory, we investigated how 2 social contexts (perceived relationship conflict and coworker support for creativity) influence the relationship between anger and creative process engagement (CPE) in organizations. We tested our hypotheses using 422 daily surveys from 98 participants, collected over 5 consecutive workdays. The results show that anger perceived relationship conflict and coworker support for creativity interact to influence CPE. Specifically, when relationship conflict is high, the anger-CPE relationship is positive for employees who receive high coworker support for creativity, but negative for those who receive low coworker support for creativity. In contrast, when relationship conflict is low, the anger-CPE relationship is positive but does not differ at high versus low coworker support for creativity.

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The combined effects of relationship conflict and the relational self on creativity

Cited by 40 publications

References 86 publications

Structuring Reality Through the Faultlines Lens: The Effects of Structure, Fairness, and Status Conflict on the Activated Faultlines–Performance Relationship

Structuring Reality Through the Faultlines Lens: The Effects of Structure, Fairness, and Status Conflict on the Activated Faultlines–Performance Relationship

The paradoxes of creativity management

The impact of anger on creative process engagement: The role of social contexts

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