Defining Creative Ideas

Litchfield, Robert C.; Gilson, Lucy L.; Gilson, Paul W.

doi:10.1177/1059601115574945

Cited by 55 publications

(31 citation statements)

References 73 publications

(197 reference statements)

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“…In fact, radical ideas can sometimes be impractical and are notorious for being short-lived or unsustainable. Thus, in practice, organizations often have to favor ideas that, although not breakthroughs, are good enough to stay alive (i.e., incremental creativity; Litchfield et al, 2015). If it is true that open employees are better at radical creativity than incremental creativity, a question that arises for management practice is how to best motivate open employees to display incremental creativity.…”

Section: The Effects Of Openness On Incremental and Radical Creativitymentioning

confidence: 99%

Effects of Openness on Incremental Versus Radical Creativity and the Moderating Role of Leader Behaviors

Petrou

Linden

Bakker

2023

Journal of Individual Differences

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Although openness to experience has been consistently related to employee creativity, we know less about how this relationship manifests when one makes a distinction between incremental creativity (i.e., minor modifications of existing practices) and radical creativity (i.e., major departures from existing practices). Our present work is driven by two expectations. First, we expect that openness more strongly relates to radical than incremental creativity. Second, we expect that the link between openness and incremental creativity becomes stronger when leaders display closing behaviors (i.e., they control adherence to rules) or they refrain from opening behaviors (i.e., they do not emphasize the importance of free experimentation). To test our propositions, we conducted four studies: one survey study with self-ratings of openness and creativity, one survey study with both self-ratings and other ratings of openness and creativity, one semi-experimental survey study, and one weekly diary survey study. Our studies largely provide support to the idea that openness has stronger links with radical than incremental creativity. Furthermore, our weekly study revealed that the link between openness and incremental creativity is stronger when closing leader behaviors are high and, at the same, opening leader behaviors are low. We discuss our findings and suggest how managerial practice can guide open employees to improve their potential for incremental creativity.

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Section: The Effects Of Openness On Incremental and Radical Creativitymentioning

confidence: 99%

Effects of Openness on Incremental Versus Radical Creativity and the Moderating Role of Leader Behaviors

Petrou

Linden

Bakker

2023

Journal of Individual Differences

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“…Creativity is therefore seen as a crucial factor of successful negotiation (for a review, see Wilson and Thompson, 2014). Creativity is broadly defined as the generation of ideas that are both novel and useful (Amabile, 1996; Litchfield et al , 2015). Creative idea generation is increased by using four guidelines: no criticism of own or other people’s ideas, acceptance of uncommon or strange ideas, encouragement to generate numerous ideas and doing so by connecting and building upon each other’s ideas (Osborn, 1957).…”

Section: The Moderating Role Of Creativitymentioning

confidence: 99%

Having no negotiation power does not matter as long as you can think creatively: the moderating role of age

Fousiani

Jonge

Michelakis

2022

IJCMA

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Purpose The literature regarding the effect of power on negotiation strategies remains scattered and inconsistent. This study aims to propose that the effect of power on negotiation strategies is contingent on contextual variables but also on individual differences among negotiators. Specifically, the authors hypothesize that creativity moderates the effect of power such that low-power, as compared to high-power negotiators, use more collaborative and less competitive strategies and further report lower fixed-pie perception (i.e. perception of a counterpart’s goals and interests as diametrically opposite to one’s own goals and interests) when they can be creative. Moreover, the authors hypothesize that negotiators’ age buffers the moderated effect of power. Design/methodology/approach The authors conducted two experiments and a cross-sectional field study. Participants in Studies 1 and 2 played a negotiation game in dyads. Study 1 manipulated power as status (manager vs employee), whereas Study 2 manipulated power as Best Alternative to a Negotiated Agreement (i.e. power to exit the negotiation without a deal). Accordingly, participants in Study 2 had strong vs weak Best Alternative to a Negotiated Agreement. In both studies, power was manipulated within dyads. Moreover, in both studies, the authors manipulated creativity (high vs low) between dyads. The chronological age of negotiators was measured in both studies and served as an additional moderator. Study 3 (preregistered) aimed to replicate the experiment results in the field. Findings Study 1 provided partial support for the hypothesis about collaborative strategies. Study 2 fully supported the hypothesis about the role of power and creativity on FPP and on collaboration (but not on competition). Study 3 did not support the power by creativity hypothesis. Interestingly, Studies 1 and 2 supported the power × creativity × age interaction hypothesis when predicting collaboration, while Study 3 supported the three-way interaction when predicting competition. Furthermore, Study 2 provided full support for the three-way interaction hypothesis when predicting FPP, while Study 3 provided partial support for this hypothesis. Altogether, the three studies largely replicated and complemented each other and revealed the robustness of the examined effects. Research limitations/implications The findings of this research extend the literature on power on the one hand and negotiation and conflict management on the other and shed light on the inconsistent results regarding the role of power in collaboration and competition (De Dreu, 1995; De Dreu and Van Kleef, 2004; Overbeck and Park, 2001; Overbeck et al., 2006). Additionally, this research reconciles the inconsistent literature on creativity, conflict management and prosocial behavior (Gino and Ariely, 2012; Gino and Wiltermuth, 2014; Wilson and Thompson, 2014). Finally, the findings touch upon the aging literature as well and shed light on the role of age on conflict management (for a review, see Beitler et al., 2018) and on the interconnection between age, power and creativity. Practical implications The findings are relevant to organizations characterized by power asymmetries (e.g. employee/manager) and inform practitioners about the main determinants of collaboration-based negotiations at work. Social implications The findings extend the literature on power on the one hand and negotiation and conflict management on the other and shed light on the inconsistent results regarding the role of power in collaboration and competition. Originality/value To the best of the authors’ knowledge, this is the first study investigating the moderating role of creativity in the relationship between negotiation power and negotiation strategies. Moreover, the moderating role of participant age in such relationships has been, to date, largely uninvestigated.

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“…Besides illuminating the question of how tie strength influences micro-level instances of knowledge sharing in conversations, we also investigate the role of idea novelty and feasibility. Both novelty and feasibility have long been identified as core aspects of creative ideas (Litchfield et al, 2015). However, how these aspects shape the micro-foundations of knowledge sharing and conversations has not been discussed to date in this literature.…”

Section: Knowledge Sharing In Idea Conversationsmentioning

confidence: 99%

Talk, talk, talk: exploring idea conversations and the micro-level foundations of knowledge sharing for innovation

2020

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In this study we explore the drivers and consequences of microlevel instances of knowledge sharing for innovation. We do so by focusing on the temporally bounded conversations that colleagues have about new ideas and we study specifically how the strength of ties between these colleagues influences the duration and breadth of knowledge sharing in the idea-related conversations they have over time. A 14-month on-site field study in a multinational company, in which we mapped 496 dyadic relationships regarding 17 new product ideas, shows that knowledge sharing can be explained by the ties between people being either strong or weak, rather than intermediate. We also discover that characteristics of the idea itself shape how tie strength influences the duration and breadth of knowledge sharing in idea conversations. Finally, we provide initial evidence to show how important conversations are for the success of an idea. Our study sheds light on micro-level instances of knowledge sharing for innovation and provides important insights into how managers can foster an environment in which weak and strong ties can be utilised optimally for sharing knowledge about ideas.

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Defining Creative Ideas

Cited by 55 publications

References 73 publications

Effects of Openness on Incremental Versus Radical Creativity and the Moderating Role of Leader Behaviors

Effects of Openness on Incremental Versus Radical Creativity and the Moderating Role of Leader Behaviors

Having no negotiation power does not matter as long as you can think creatively: the moderating role of age

Talk, talk, talk: exploring idea conversations and the micro-level foundations of knowledge sharing for innovation

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