Creative mindsets reflect the implicit beliefs individuals hold regarding the nature of creativity as innate (i.e., fixed mindset) or malleable (i.e., growth mindset). Karwowski (2014) developed the Creative Mindsets Scale (CMS), in which fixed and growth creative mindsets were each measured with five items. Across three studies, the current study aimed to examine its psychometric properties in Chinese settings and to explore to what extent effects of creative mindsets on creativity were generalized to the real workplace. Based on the survey data of 216 college students (Study 1) and 205 full-time employees (Study 2) in China, results consistently indicated that a twofactor structure, in which both types of creative mindsets were independent of each other, was confirmed. Measures of both types of creative mindsets were of satisfactory psychometric features in terms of reliability (internal consistency) and validity (construct, convergent, and discriminant validities). Furthermore, Study 1 provided evidence for the incremental validity of creative mindsets beyond mindsets of intelligence in explaining creative personal identity and creative self-efficacy. Based on a third independent sample consisting of 282 full-time employees from several Chinese companies, Study 3 further demonstrated that measures of creative mindsets could predict employees' creative performance as rated by their supervisors, lending additional support for their generalizability to the real workplace. Moreover, growth mindset, but not fixed mindset, was significantly related to creative performance, and such an effect was mediated by effort. The present study contributes to the creative mindset literature by cross-validating the CMS's psychometric properties in a new setting and empirically establishing the link between creative mindsets and employees' creativity in the real workplace.
Employee innovation is becoming increasingly important when organizations strive for sustainable competitive advantage. Different from previous research on employee innovation and relational/structural perspectives of social networks, the present study is the first attempt to empirically examine how social resources per se influence employee innovation. Drawing on social-resources theory, this study proposes that social resources for innovation boost employee innovation, which is strengthened by supervisor support. By conducting a field survey on 154 employees in a high-tech company and collecting the archival data of their innovative outputs, we found that employees who can access and mobilize more social resources demonstrate more innovative behavior and subsequently achieve better outputs, such as patents and invention disclosures. Supervisor support amplifies social resources’ effects on employee innovative behavior and innovative outcomes. This study contributes to the literature on social networks and employee innovation by introducing a new theoretical perspective. Practically, it also adds new insights to boost innovation performance from a social-resources approach.
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