Factors for radical creativity, incremental creativity, and routine, noncreative performance.

Abstract

This study extends theory and research by differentiating between routine, noncreative performance and 2 distinct types of creativity: radical and incremental. We also use a sensemaking perspective to examine the interplay of social and personal factors that may influence a person's engagement in a certain level of creative action versus routine, noncreative work. Results demonstrate that willingness to take risks, resources for creativity, and career commitment are associated primarily with radical creativity; that the presence of creative coworkers and organizational identification are associated with incremental creativity; and that conformity and organizational identification are linked with routine performance. Theoretical and managerial implications are discussed.

Microfoundations of Organizational Paradox: The Problem Is How We Think about the Problem

“…Resources can include both internal resources, such as employees' psychological support, social advancement, intelligence, self-esteem, skills and motivation (Amabile et al, 1996;Baer, 2012;Madjar et al, 2011), as well as external resources, such as time and financial resources (Amabile, et al, 1996;Scott & Bruce, 1994). These external resources become increasingly scarce when workloads and pressures expand to meet tight deadlines while reducing costs.…”

“…Some studies demonstrate a negative relationship between limited resources and innovation (e.g., Madjar et al, 2011), while others document nonlinear (Baer & Oldham, 2006;Nohria & Gulati, 1996), not significant (Amabile et al, 1996;Scott & Bruce, 1994) and even positive relationships (Mehta & Zhu, 2015). For example, research suggests that limited time and funding can kill creativity, the initial phase in the innovation process.…”

“…For example, research suggests that limited time and funding can kill creativity, the initial phase in the innovation process. Creativity requires time to identify and define the problem, explore various new solutions, incubate, integrate unique and useful solutions, evaluate the ideas and develop reliable products and processes (Amabile et al, 1996, Madjar et al, 2011. Time pressure constrains cognitive processes, increases preference for low-risk solutions, and reduces the epistemic motivation that is critical for creativity (Bechtoldt, De Dreu, Nijstad & Chou, 2010).…”

“…Time pressure constrains cognitive processes, increases preference for low-risk solutions, and reduces the epistemic motivation that is critical for creativity (Bechtoldt, De Dreu, Nijstad & Chou, 2010). Experiencing time pressure reduces the chances that employees will invest the extra time needed to deeply understand a problem, examine multiple alternative solutions (Amabile, et al, 2002) and implement a radical idea (Madjar et al, 2011).…”

Escala Trifatorial da Identidade Social (ETIS): Evidências de sua Adequação Psicométrica

“…O exame da literatura contempla essa influência da identidade sobre o desempenho dos colaboradores, de um funcionário específico, ou de comportamentos relacionados ao desempenho (He & Brown, 2013, Mitchell et al, 2011, sendo ainda influenciada pela cultura organizacional (Brickson, 2013;Nascimento, 2014). Além disso, estudos ressaltam o efeito positivo da identidade na criatividade dos funcionários (Brickson, 2013;Hirst, van Dick, & van Knippenberg, 2009;Madjar et al, 2011), devido ao alinhamento entre os seus próprios interesses e o interesse da organização.…”