Lessons from a Faraway land: The effect of spatial distance on creative cognition

Jia, Lile; Hirt, Edward R.; Karpen, Samuel C.

doi:10.1016/j.jesp.2009.05.015

Cited by 134 publications

(69 citation statements)

References 23 publications

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“…Our results extend prior findings that demonstrated facilitative effects of psychological distancing on creative problem solving and creative generation (Förster et al, 2004;Jia et al, 2009). First and foremost, former studies found the effect with adults, whereas our study documents it with young school children.…”

Section: Discussionsupporting

confidence: 89%

Priming of spatial distance enhances children’s creative performance

Liberman

Polack

Hameiri

et al. 2012

Journal of Experimental Child Psychology

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Section: Discussionsupporting

confidence: 89%

Priming of spatial distance enhances children’s creative performance

Liberman

Polack

Hameiri

et al. 2012

Journal of Experimental Child Psychology

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“…Förster, Friedman, and Liberman (2004) found that priming individuals into a far temporal distance, a dimension of psychological distance, lead to more creative ideas than those primed with near temporal distance. Similar results were found when using a spatial distance manipulation of psychological distance (Jia, Hirt, and Karpen 2009;Liberman et al 2012). 3 In addition, Friedman et al (2003) provided evidence that the association between mindset and creativity is not limited to the construct of psychological distance, but more generally related to an abstract mindset/broad processing focus.…”

Section: Hypothesis Developmentsupporting

confidence: 52%

“…) Can Capital Constraints Restrain Creativity? The Spillover Effect of Budget Constraints on Employee Creativity 4 et al 2004;Jia et al 2009;Liberman et al 2012). In light of this prior work, we expect budgets with greater resource constraints to decrease employees' conceptual focus over their budgeted tasks, inducing a more concrete mindset and impairing their ability to think creatively.…”

Section: Can Capital Constraints Restrain Creativity? the Spillover Ementioning

confidence: 93%

Can Capital Constraints Restrain Creativity? The Spillover Effect of Budget Constraints on Employee Creativity

Véricourt¹,

Hales

Hilary

et al. 2017

SSRN Journal

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Can capital constraints restrain creativity? The spillover effect of budget constraints on employee creativity ESMT Working Paper, No. 17 All rights reserved. This document may be distributed for free -electronically or in print -in the same formats as it is available on the website of the ESMT (www.esmt.org) for non-commercial purposes. It is not allowed to produce any derivates of it without the written permission of ESMT.Find more ESMT working papers at ESMT faculty publications, SSRN, RePEc, and EconStor.July 10, 2017 ESMT Working Paper 17-03Can capital constraints restrain creativity? The spillover effect of budget constraints on employee creativity The Spillover Effect of Budget Constraints on Employee Creativity Francis de Vericourt European School of Management and Technology Jeffrey Hales Georgia Institute of Technology Gilles Hilary Georgetown University Jordan Samet Georgia Institute of TechnologyJune 30, 2017We would like to thank workshop participants at Georgia Institute of Technology, INSEAD, and the 2017 AAA/Deloitte Foundation/J. Michael Cook Doctoral Consortium for their helpful comments. In addition, we are grateful to Jeff Hawley for his excellent and attentive programming skills, and we would also like to thank Deborah Abrams and Peter Simasek for their coding assistance. Can Capital Constraints Restrain Creativity? The Spillover Effect of Budget Constraints on Employee Creativity 1 AbstractWhen setting budgets, managers may place constraints on how resources can be used in an effort to mitigate opportunistic behavior by subordinates. These restrictions can affect the ability of the subordinate to succeed in the budgeted task, but may also have an unintended spillover effect on the ability to innovate. Using an experiment, we find that individuals working under higher budgetary constraints are more efficient in their use of budgeted resources, but are less successful in the budgeted tasks, than their counterparts working under lower budgetary constraints. Importantly, we find that imposing budgetary constraints also causes employees to subsequently generate fewer highly original and creative ideas in an unrelated activity. These findings suggest that budget structures can have unintended consequences on the innovative capabilities of organizations. This paper contributes to the expansive budgeting literature by showing budgetary control design has organizational performance implications beyond the specified budgeted activity.

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“…Although the bulk of literature has, thus, focused on the negative consequences of these central dimensions of virtual work, studies indicating positive aspects of virtuality have also emerged. Hence, virtual work has been connected to greater flexibility (Hill, Miller, Weiner, & Colihan, 1998), reduced stress (Raghuram & Wiesenfeld, 2004), improved individual creativity, and increased positive perceptions of managers competence, and team member satisfaction (Henderson, 2008;Jia, Hirt, & Karpen, 2009;Wilson, Crisp, & Mortensen, 2013).…”

Section: Introductionmentioning

confidence: 99%