Individuals in mind, mates by heart: Individualistic self-construal and collective value orientation as predictors of group creativity

Bechtoldt, Myriam N.; Choi, Hoon‐Seok; Nijstad, Bernard A.

doi:10.1016/j.jesp.2012.02.014

Cited by 61 publications

(115 citation statements)

References 44 publications

(86 reference statements)

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“…They score particularly high on social engulfment, a self-serving tendency to benefit from another person (whether intimate partner or stranger) while barring reciprocal access to beneficial resources to the other party (Burris, Rempel, Munteanu, & Therrien, 2013). Perhaps for Machiavellians specifically, the focus on self-interested needs and the lack of willingness to contribute to others' welfare limits their innovative contributions (cf., Bechtoldt, Choi, & Nijstad, 2012). Future research may focus on whether differences in social motivations, values or tendencies explain the different effects of the three Dark Triad personality traits on supervisor ratings of behavior.…”

Section: Discussionmentioning

confidence: 99%

How innovative is your employee? The role of employee and supervisor Dark Triad personality traits in supervisor perceptions of employee innovative behavior

Wisse

Barelds

Rietzschel

2015

Personality and Individual Differences

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a b s t r a c tOrganizational researchers have focused on the potential benefits of the Dark Triad personality traits (i.e., psychopathy, Machiavellianism, and narcissism) in organizational contexts. The current research builds on this research, examining the link between employee and supervisor Dark Triad traits and perceived employee innovative behavior (idea generation, idea promotion, and idea implementation) on the workfloor. Regression analysis on the data of 306 pairs of employees and their supervisors revealed that employee Machiavellianism was negatively related and employee psychopathy was not related to supervisor ratings of employee innovative behavior. In addition, a positive relationship between employee narcissism and supervisor ratings of employee innovative behavior emerged. However, this effect was weakened by supervisor narcissism: only when supervisors themselves were low on narcissism did employee narcissism foster positive perceptions of employee innovative behavior (specifically idea promotion). We discuss the value of differentiating between the three Dark Triad traits and the subscales of innovative behavior in order to more fully understand supervisors' assessments of their employees.

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Section: Discussionmentioning

confidence: 99%

How innovative is your employee? The role of employee and supervisor Dark Triad personality traits in supervisor perceptions of employee innovative behavior

Wisse

Barelds

Rietzschel

2015

Personality and Individual Differences

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“…At an individual level of analysis, Bechtoldt et al (2012) explored impact of individual self-construal and collectivistic value on creative idea generation in groups and found that groups with collectivistic value orientation generated more ideas than groups with individualistic value orientation. In another study, Pearsall and colleagues (2008) made an attempt to examine effect of demographic factors such as gender diversity on team creativity.…”

Section: Antecedents Of Organisational Creativitymentioning

confidence: 99%

Antecedents of Organisational Creativity: A Multi-Level Approach

Gupta

Banerjee

2016

Business: Theory and Practice

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The purpose of this literature review is to provide a better understanding of the antecedents of organisational creativity with a multi-level approach. Organisational creativity is a sum total of the creativity accounted for by the individual employees of the organisation, the cumulative creativity of a team or group and creativity arising out of different structural components of an organisation. Some of the antecedents identified from the literature include personality, intrinsic motivation, group cohesion, social inhibition, cognitive interference, leader member exchange, organisational culture and climate, amongst others at individual, group and organisational level. Based on the literature review, suggestions for future research and research propositions have been proposed.

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“…However, research inconsistently defines these constructs (Brewer & Chen, 2007), and presents contradictory behavior observations (for a review, see Bond & Smith, 1996). Bechtoldt et al (2012) argue that the multiple dimensions is the reason for inconsistent findings and conceptualizations of I-C: Researchers are looking at different dimensions of the construct and calling it the same thing. By defining two new and related mindsets we hope to avoid further conflating these terms and to avoid cultural connotation.…”

Section: Orientation and Information Sharingmentioning

confidence: 99%

“…Past research has manipulated orientations similar to synchronous and separatist using a variety of methods including writing prompts (Goncalo & Staw, 2006), performing synchronous or asynchronous movements (Wiltermuth & Heath, 2009), time pressure (Bechtoldt et al, 2010), and controlling reward and punishment payoffs (Burtscher & Meyer, 2014). Goncalo and Staw (2006) manipulated individualist and collectivist orientations using three brief writing prompts (see also Bechtoldt et al, 2012). Participants in the individualism condition responded to prompts asking about how they were unique, different from others, and why it is advantageous to stand out.…”

Section: The Present Studymentioning

confidence: 99%

“…Participants in the collectivism condition responded to prompts asking which groups they belonged to, how they were like other people, and why it is advantageous to blend in. Bechtoldt et al (2012) used Goncalo and Staw's writing prompt method to manipulate member orientation and again successfully shifted member orientation. For example, Goncalo and Staw found that individualist groups came up with a greater number of ideas in an idea generation task, and these ideas were marginally more divergent or novel than those of collectivist groups.…”

Section: The Present Studymentioning

confidence: 99%

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Manipulating a synchronous or separatist group orientation to improve performance on a hidden profile task

Kolb

Swol

2016

Group Processes & Intergroup Relations

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Effective use of available information is a problem that plagues group decision-making tasks. Groups heavily favor shared information, or information that is known to all group members, which can lead to incorrect decisions and selection of inferior alternatives. However, groups may be less prone to overlooking unshared information if they are focused to value uniqueness and novel input from group members. The present research demonstrates that groups that value uniqueness, or a separatist orientation, correctly solved a hidden profile task more often than groups with a synchronous orientation, or groups that value similarity. Separatist groups repeated more unshared information than synchronous overall. Separatists also repeated more shared information than synchronous groups. Further, groups with a correct minority member also repeated more unshared information than groups with either a majority correct or no correct members. Results are discussed in terms of group focus and biases that affect the discussion of information.

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Individuals in mind, mates by heart: Individualistic self-construal and collective value orientation as predictors of group creativity

Cited by 61 publications

References 44 publications

How innovative is your employee? The role of employee and supervisor Dark Triad personality traits in supervisor perceptions of employee innovative behavior

How innovative is your employee? The role of employee and supervisor Dark Triad personality traits in supervisor perceptions of employee innovative behavior

Antecedents of Organisational Creativity: A Multi-Level Approach

Manipulating a synchronous or separatist group orientation to improve performance on a hidden profile task

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