Tangible and Intangible Rewards and Employee Creativity: The Mediating Role of Situational Extrinsic Motivation

Yoon, Hye Jung; Sung, Sun Young; Choi, Jin Nam; Lee, Kyungmook; Kim, Seongsu

doi:10.1080/10400419.2015.1088283

Cited by 64 publications

(51 citation statements)

References 57 publications

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“…The research has also identified that different types of rewards affect creativity differently. Some of the rewards that previous researchers have studied include loosely coupled and low intensity rewards (Balkin, Roussel, & Werner, ), financial and non‐financial rewards (Malik, Butt, & Choi, ), tangible and intangible rewards (Yoon, Sung, Choi, Lee, & Kim, ) and the context in which these rewards are offered such as announced or ex‐post rewards (Balkin et al, ).…”

Section: The Rewards–creativity Debatementioning

confidence: 99%

“…Few studies have tried to identify the psychological states and cognitive processes through which rewards trigger creative behaviour (e.g. Choi, , focuses on creativity intention; Eisenberg and Thompson, , focus on competition and stress; Yoon et al, , focus on commitment to creativity; Yoon et al, , focus on situation‐specific intrinsic and extrinsic motivations). It is, however, important to open the RC black box and identify the mediators through which rewards affect creative behaviour in order to enhance our understanding of the RCR.…”

Section: Directions For Future Researchmentioning

confidence: 99%

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Rewards and Creativity: Past, Present, and Future

Malik

Butt

2016

Applied Psychology

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Research on the effects of rewards on creativity has resulted in hundreds of empirical studies and several reviews of the reward-creativity relationship (RCR). Most reviews are retrospective in nature. They have quantitatively summarised and integrated previous research findings, but have largely overlooked the need for a theoretical framework to guide future research. The current systematic review of this literature intends to bridge this gap, based on the findings of 329 papers and book chapters. Our review summarises the theoretical developments in reward-creativity (RC) research, and classifies the literature in three distinct phases, i.e. the emergence of the cognitive perspective; behavioural rebuttal, and convergence. The paper identifies three important gaps in the existing RC literature: (1) the moderating effects of individual, group, organisational, and national-level factors; (2) the mediating role of cognitive and affective states; and (3) the lack of consideration of creativity as a multidimensional construct. Based on these gaps, the paper presents a fourfactor framework to guide future RC research. It identifies potential moderators and mediators of the RCR, and draws attention to creativity as a multidimensional construct.

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Section: The Rewards–creativity Debatementioning

confidence: 99%

Section: Directions For Future Researchmentioning

confidence: 99%

Rewards and Creativity: Past, Present, and Future

Malik

Butt

2016

Applied Psychology

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“…Creativity training can effectively stimulate employees to generate ideas for innovation (Epstein et al, ). In addition, financial or nonfinancial incentives can motivate employees to provide novel ideas (Yoon, Sung, Choi, & Kim, ). For example, 3M encourages employees through rewards to pitch their ideas for sustainability (Reed, ).…”

Section: Introductionmentioning

confidence: 99%

Innovation intensity, creativity enhancement, and eco‐innovation strategy: The roles of customer demand and environmental regulation

2018

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This study develops a contingency framework to investigate how and when innovation intensity and creativity enhancement affect a firm's eco-innovation strategy by drawing upon the perspectives of the resource-based view and stakeholder theory.This investigation aims to explore whether firms with high innovation intensity and creativity enhancement really pursue eco-innovation strategy. Our examination is based on a sample of 2,126 manufacturing firms. By using a hierarchical regression, the results reveal that the effects of innovation intensity and creativity enhancement on eco-innovation strategy depend on customer demand and environmental regulation. Specifically, customer demand positively moderates the effects of innovation intensity and creativity enhancement on eco-innovation strategy, whereas existing regulation has a weaker effect on the relationship between innovation activities and eco-innovation strategy than that of anticipated regulation.

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“…As some research present, it is often more efficient to intrinsically motivate employees, since they can accomplish different tasks without consuming additional resources (Joo et al, 2010). Additionally, "a variety of extrinsic constraints can undermine intrinsic motivation and creativity, including expected reward, expected evaluation, surveillance, competition, and restricted choice" (Yoon et al, 2015). Furthermore, when addressing the role of leadership, its importance has to be emphasized regardless of organization's aim and interests -any organization that employs human power needs a good leader to be able to work effectively (Jerry, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

Exploring the Motivation of Employees in a Firm: A Case-Study

Klopotan

Mjeda

Kurečić

2018

Business Systems Research Journal

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Background: General concept of motivation, which include the motivational techniques and human resources management as a prerequisite for the most important intangible asset is related to the company performance. Objectives: we build on the conceptual model examining the respondents’ attitudes about the influence of various parameters on better business performance and work atmosphere. In addition, we also examine the attitudes towards the impact of motivation, company management, and communication on employee satisfaction. Methods/Approach: Difference in the perception of essential parameters such as motivation, communication, leadership model, and personnel management within a company, over groups of respondents differentiated by gender and age is tested using Kolmogorov-Smirnov test. Results: The results obtained by this research conducted from an employee point of view, detect the difference in the perception of the parameters of motivation, communication, leadership and personnel management, and their impact on employee satisfaction. Conclusions: Our empirical research results clearly pinpoint the link between successful application of motivational techniques, quality of the leadership and employee satisfaction.

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Tangible and Intangible Rewards and Employee Creativity: The Mediating Role of Situational Extrinsic Motivation

Cited by 64 publications

References 57 publications

Rewards and Creativity: Past, Present, and Future

Rewards and Creativity: Past, Present, and Future

Innovation intensity, creativity enhancement, and eco‐innovation strategy: The roles of customer demand and environmental regulation

Exploring the Motivation of Employees in a Firm: A Case-Study

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