Perceptions of the Best and Worst Climates for Creativity: Preliminary Validation Evidence for the Situational Outlook Questionnaire

Network Capitalism and the Role of Strategy, Contracts and Performance Expectations for Asia-Pacific Innovation Partnerships

“…This growing body of research has also dealt with several aspects of innovation alliances and found, for example, that the ability to successfully set up and manage alliances is affected by the contracting and governance arrangements that are put in place. Similarly, research suggests a positive and significant role of organizational culture or climate on innovation (Ahmed, 1998;Isaksen, Lauer, Ekvall, & Britz, 2001;Lee, Tan, & Chiu, 2008) and that innovation within alliances can be achieved by creating a learning culture (Linnarsson & Werr, 2004). The specific aspects of alliance contracting, governance and culture are inter-related, but no yet well understood.…”

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“…An organizational culture supporting learning strongly focuses on trust and interaction between employees, friendly relationships between co-workers, efficient communication that gives employees the feeling of being listened to as well as the feeling of belonging and worth. Such values emphasized by a firm enable it to create a healthy environment fostering creativity, cooperation and knowledge exchange (Isaken, Lauer, Ekvall & Britz, 2001;Vera & Crossan, 2004;Freiling & Fichtner, 2010). As highlighted by several researchers, employees' teams characterized by a high ability to cooperate among team members and a trust in each other, deliver a better performance compared with the teams lacking good interpersonal relationships (Davidson & James 2007;Rowe & Guerrero, 2011).…”

“…This means that organizational culture supporting learning processes involves tolerance for uncertainty and ambiguity in the workplace. Having such leaders, employees are not afraid of sharing ideas even if they are not perfectly sure about them (Ekvall 1996;Goleman, Boyatzis & McKee, 2000;Isaken et. al, 2001, Freiling & Fichtner, 2010.…”

Creative Work Environments and Employee Engagement: Exploring Potential Links and Possibilities

“…These include but are not limited to: the behaviour of the manager (Abbey & Dickson 1983, Dewett 2004, Isaksen & Akkermans 2011, Mumford 2000, the design of work (Amabile & Gryskiewicz 1987, Hackman & Oldham 1974, provision of time for creativity (Amabile & Gryskiewicz 1987, Amabile, Conti, Coon, Lazenby & Herron 1996, Amabile, Hadley & Kramer 2002, Hennesey & Amabile 2010, Shalley & Gilson, 2004, attitude to risk (Dewett 2004), existence of positive versus negative tensions, existence and management of different types of conflict (Isaksen et al 2001, Jehn 1995, Pelled 1996, Shalley & Gilson 2004, extent of collaboration within and across teams (King & Anderson 1990, Perry-Smith 2006, Taylor & Greve 2006, Thompson & Choi 2005, level of participation in decision making (Tjosvold 1982, Woodman, Sawyer & Griffin 1993, existence of an effective process for creativity management (Amabile 1988, Smith et al 2008 and positive social relationships (Abbey & Dickson 1983).…”

“…As such it is influenced by the same factors, and manifests in the recurring patterns of behaviour, attitudes, and feelings that characterise life in the organisation. At the individual level of analysis, the concept has been called the psychological climate (Isaksen et al 2001). This concept also exists at a team level including leader behaviour, reflecting the multi-layered nature of the concept.…”