A Conservation of Resources Perspective on Negative Affect and Innovative Work Behaviour: the Role of Affect Activation and Mindfulness

Montani, Francesco; Dagenais‐Desmarais, Véronique; Giorgi, Gabriele; Grégoire, Simon

doi:10.1007/s10869-016-9480-7

Cited by 73 publications

(67 citation statements)

References 131 publications

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“…Regarding our second set of hypotheses, our findings are consistent with those obtained by Montani et al (2018). Our results did not support H4, related to the direct positive effect of mindfulness on IWB.…”

Section: Discussionsupporting

confidence: 72%

“…Workers are expected and impelled to develop IWB in different conditions, including in high demand and low control situations. Therefore, IWB is a high-risk, uncertain activity that can be cognitively taxing (Montani et al, 2018). Thus, workers' IWB could imply a need for and an investment of resources beyond merely motivational ones, for example, attentional resources such as mindfulness.…”

Section: The Role Of Mindfulness In the Promotion Of Iwb In Response mentioning

confidence: 99%

“…Recently, consistent with an ongoing body of organizational research focused on attention (Dane & Brummel, 2014), some recent studies (Mendonça et al, 2018) have supported a positive association between creativity at work and mindfulness. Montani et al (2018) showed that mindfulness has an indirect influence on IWB by modifying the influence of negative affect experiences in the workplace on this behaviour. In this regard, Bostock et al (2018) conducted an extensive mindfulness intervention in the workplace with 238 healthy employees from two large companies in the United Kingdom.…”

Section: The Role Of Mindfulness In the Promotion Of Iwb In Response mentioning

confidence: 99%

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Mindfulness and Job Control as Moderators of the Relationship between Demands and Innovative Work Behaviours

Martín-Hernández

Ramos²,

Zornoza³

et al. 2020

Revista De Psicología Del Trabajo Y De Las Organizaciones

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Innovation enables organizations to respond successfully to rapid changes in a business environment. This innovation capability largely relies on employees. Although workers are required to be innovative, their jobs frequently contain higher demands that might make it difficult for them to innovate at work. The Job Demands-Control model active hypothesis suggests that highly demanding jobs that allow individuals enough discretion enhance innovative performance. Improving an important attentional resource such as mindfulness at work might also play a similar role, although there is a need for more research at this level. The main aim of this study is to examine the relative contribution of job control and increases in mindfulness as moderators in the job demands-innovation work behaviours relationship. The results obtained with 221 workers indicated that in previous situations characterized by high job demands (T1), workers who increase their capacity for mindfulness are more innovative in the future (T2). Mindfulness y autonomía en el puesto de trabajo como moderadores de la relación entre las demandas y los comportamientos innovadores R E S U M E N La innovación permite que las organizaciones respondan eficazmente a cambios rápidos en su entorno empresarial, residiendo en gran medida tal capacidad innovadora en sus trabajadores y trabajadoras. Mientras que estos deben ser innovadores, sus puestos con frecuencia suponen demandas elevadas que pueden hacerles difícil innovar en su trabajo. La hipótesis activa del modelo demandas-control sugiere que puestos muy exigentes pero con suficiente autonomía mejoran el desempeño innovador. La mejora de un importante recurso atencional en el trabajo como el mindfulness podría desempeñar un papel similar, precisándose más investigación a este nivel. El objetivo principal de este estudio es examinar la contribución relativa de la autonomía y el incremento en mindfulness como moderadores de la relación de las exigencias del puesto con el desempeño innovador. Los resultados obtenidos con 221 trabajadores indicaron que en situaciones previas de gran demanda de trabajo (T1) aquellos trabajadores que aumentan su capacidad de mindfulness serán más innovadores en el futuro (T2). Palabras clave: Desempeño innovador Demandas del puesto Autonomía en el puesto Mindfulness Análisis del cambio

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Section: Discussionsupporting

confidence: 72%

Section: The Role Of Mindfulness In the Promotion Of Iwb In Response mentioning

confidence: 99%

Section: The Role Of Mindfulness In the Promotion Of Iwb In Response mentioning

confidence: 99%

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Mindfulness and Job Control as Moderators of the Relationship between Demands and Innovative Work Behaviours

Martín-Hernández

Ramos²,

Zornoza³

et al. 2020

Revista De Psicología Del Trabajo Y De Las Organizaciones

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“…Thus, our research enriches knowledge sharing by exploring its antecedent and outcome in multicultural settings. In addition, researchers have examined certain psychological states which could influence innovative behavior, such as intrinsic motivation (Saether, 2019), negative affect (Montani et al, 2018), and psychological empowerment (Afsar and Badir, 2016). Our study extends these studies and identifies generating new ideas and exchanging information based on skills and knowledge should encourage innovative behaviors for migrant workers.…”

Section: Theoretical Implicationsupporting

confidence: 55%

Can Cultural Intelligence Affect Employee’s Innovative Behavior? Evidence From Chinese Migrant Workers in South Korea

et al. 2020

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This empirical study explores the effect of cultural intelligence (CQ) on migrant workers' innovative behavior, as well as the mediating role of knowledge sharing on the CQ-innovative behavior relationship. Besides, it also examines the extent to which the mediating process is moderated by climate for inclusion. Using survey data collected from Chinese migrant workers and their supervisors working in South Korea (n = 386), migrant workers' CQ is found to positively impact their innovative behavior through enhanced knowledge sharing. However, it is observed that this indirect relationship is significant, only for migrant workers in a strong climate for inclusion. Thus, these findings reveal the underlying mediation and moderation mechanism and consequently unveil the important role of migrant workers' CQ in shaping their behavior. This study provides insightful and practical implications to a multicultural organization, where culturally diverse migrant workers work together.

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“…For example, the majority of studies on this topic have demonstrated a positive relationship between pleasant affect and creativity (e.g., Amabile et al, 2005;Filipowicz, 2006;Isen, Daubman, & Nowicki, 1987;Shin, Kim, & Lee, 2016). At the same time, several studies have also demonstrated a positive relationship between unpleasant affect and creativity (e.g., Da Costa, Zhou, & Ferreira, 2018;Kaufmann & Vosburg, 1997;Montani, Dagenais-Desmarais, Giorgi, & Gr egoire, 2018;To, Fisher, Ashkanasy, & Rowe, 2012;).…”

Section: Affect and Creative Problem-solvingmentioning

confidence: 99%

Mild Affective Shifts and Creativity: Effects on Idea Generation, Evaluation, and Implementation Planning

Watts

McIntosh

Gibson

et al. 2019

Journal of Creative Behavior

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This study investigated the impact of mild shifts in affective tone (i.e., pleasant vs. unpleasant) and arousal (i.e., high vs. low) on three creative processes. Undergraduates read short stories designed to induce affective shifts and then were asked to generate solutions to a complex business problem. Shifts in affective tone and arousal interacted to influence idea generation and implementation planning, but not idea evaluation. The strongest creative performance was exhibited by participants who experienced a stable and pleasantly toned, low-arousal (i.e., relaxed) state and by those who shifted to an unpleasantly toned, high-arousal (i.e., angry) state. In contrast, those who shifted to an unpleasantly toned, low-arousal (i.e., sad) state or a pleasantly toned, high-arousal (i.e., happy) state tended to exhibit poorer creative performance. These results demonstrate the need to revisit the popular conception that organizations should promote intense levels of pleasant affect to enhance employee creativity.

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A Conservation of Resources Perspective on Negative Affect and Innovative Work Behaviour: the Role of Affect Activation and Mindfulness

Cited by 73 publications

References 131 publications

Mindfulness and Job Control as Moderators of the Relationship between Demands and Innovative Work Behaviours

Mindfulness and Job Control as Moderators of the Relationship between Demands and Innovative Work Behaviours

Can Cultural Intelligence Affect Employee’s Innovative Behavior? Evidence From Chinese Migrant Workers in South Korea

Mild Affective Shifts and Creativity: Effects on Idea Generation, Evaluation, and Implementation Planning

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