The Experts below are selected from a list of 3936 Experts worldwide ranked by ideXlab platform
Yuhyung Shin - One of the best experts on this subject based on the ideXlab platform.
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Team Reflexivity as a Linking Mechanism between Team Goal Orientation and Team Creative Performance
Academy of Management Proceedings, 2016Co-Authors: Yuhyung ShinAbstract:In spite of burgeoning interest in the role of team goal orientation in predicting team creativity, little knowledge has been accumulated with respect to mediating mechanisms underlying the relationship between team goal orientation and team Creative Performance. To fill this research gap, we attend to team reflexivity as a key mediator that intervenes in the relationships between three types of team goal orientation (i.e., learning, Performance-prove, and Performance-avoid) and team Creative Performance. In a study conducted on 68 student teams (Study 1), we found that of the three types of team goal orientation, only team learning goal orientation was a significant predictor of team Creative Performance. In addition, the results of Study 1 showed that team learning goal orientation and team Performance-prove goal orientation were positively related to team reflexivity, which in turn predicted team Creative Performance. The bootstrapping analyses supported these mediated effects. The findings of Study 1 ...
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Reflection Toward Creativity: Team Reflexivity as a Linking Mechanism Between Team Goal Orientation and Team Creative Performance
Journal of Business and Psychology, 2016Co-Authors: Yuhyung ShinAbstract:Purpose This study aims at testing the mediating role of team reflexivity in the relationships between team learning, Performance-prove, and Performance-avoid goal orientations and team Creative Performance and assessing the relative importance of the three types of team goal orientation in team reflexivity and Creative Performance.
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team proactivity as a linking mechanism between team Creative efficacy transformational leadership and risk taking norms and team Creative Performance
Journal of Creative Behavior, 2014Co-Authors: Yuhyung ShinAbstract:Despite the growing body of research on creativity in team contexts, very few attempts have been made to explore the team-level antecedents and the mediating processes of team Creative Performance on the basis of a theoretical framework. To address this gap, drawing on Paulus and Dzindolet's (2008) group creativity model, this study proposed team Creative efficacy, transformational leadership, and risk-taking norms as antecedents of team Creative Performance and team proactivity as an intervening mechanism between these relationships. The results of team-level regression analyses conducted on the leaders and members of 103 Korean work teams showed that team Creative efficacy and risk-taking norms were positively associated with team Creative Performance. Furthermore, the relationships between team Creative efficacy and team Creative Performance and between risk-taking norms and team Creative Performance were mediated by team proactivity. These findings offer new insights regarding the antecedents and the mediator of Creative Performance in team contexts and important implications for theory and practice.
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Team Proactivity as a Linking Mechanism between Team Creative Efficacy, Transformational Leadership, and Risk‐Taking Norms and Team Creative Performance
Journal of Creative Behavior, 2014Co-Authors: Yuhyung ShinAbstract:Despite the growing body of research on creativity in team contexts, very few attempts have been made to explore the team-level antecedents and the mediating processes of team Creative Performance on the basis of a theoretical framework. To address this gap, drawing on Paulus and Dzindolet's (2008) group creativity model, this study proposed team Creative efficacy, transformational leadership, and risk-taking norms as antecedents of team Creative Performance and team proactivity as an intervening mechanism between these relationships. The results of team-level regression analyses conducted on the leaders and members of 103 Korean work teams showed that team Creative efficacy and risk-taking norms were positively associated with team Creative Performance. Furthermore, the relationships between team Creative efficacy and team Creative Performance and between risk-taking norms and team Creative Performance were mediated by team proactivity. These findings offer new insights regarding the antecedents and the mediator of Creative Performance in team contexts and important implications for theory and practice.
Dirk Buyens - One of the best experts on this subject based on the ideXlab platform.
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self regulation of creativity at work the role of feedback seeking behavior in Creative Performance
Academy of Management Journal, 2011Co-Authors: Katleen De Stobbeleir, Susan J Ashford, Dirk BuyensAbstract:Using 456 supervisor-employee dyads from four organizations, this study examined how employees use one proactive behavior, feedback seeking, as a strategy to enhance their Creative Performance. As hypothesized, employees' cognitive style and perceived organizational support for creativity affected two patterns of feedback seeking: the propensity to inquire for feedback and the propensity to monitor the environment for indirect feedback. Feedback inquiry related to supervisor ratings of employee Creative Performance. These results highlight the importance of employees' self-regulatory behaviors in the Creative process and show that feedback seeking is not only a strategy that facilitates individual adaptation, but also a resource for achieving Creative outcomes.
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Feedback-Seeking Behavior as a Self-Regulation Strategy for Creative Performance
2008Co-Authors: Katleen De Stobbeleir, Susan J Ashford, Dirk BuyensAbstract:Using a sample of 456 supervisor-employee dyads from 4 organizations, this study examined how employees use feedback seeking as a self-regulation strategy to manage their Creative Performance. As hypothesized, employees’ cognitive style and perceived organizational support for creativity affected two patterns of their feedback seeking, i.e. their tendency to inquire for feedback from various sources and their propensity to monitor their environment for indirect feedback cues. Feedback inquiry from various sources further related to supervisor ratings of employee Creative Performance. These results highlight the importance of studying employees’ self-regulatory behaviors in the Creative process and support the proposition that feedback seeking is not only a strategy that facilitates individual adaptation, but also an individual resource that can help individuals to achieve Creative outcomes.
Jan Kratzer - One of the best experts on this subject based on the ideXlab platform.
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How the Network Position of R&D Team Managers and Members Affects Their Evaluations of Creative Performance
Creativity and Innovation Management, 2010Co-Authors: Jan Kratzer, Katharina Hölzle, Hans Georg GemündenAbstract:Monitoring the Creative Performance of R&D teams as the nucleus of creating new knowledge is inherently difficult. In most cases, only the team managers and team members can be tapped as reliable sources of information. However, there are indications that neither team managers nor team members provide a sufficient introspection to evaluate the R&D team's Creative Performance. This contradiction was investigated in 51 R&D teams by examining the team managers' and members' network position and their resulting Performance evaluations. The central findings of the study are that team managers and members evaluate the Creative Performance of their R&D teams more negatively when the amount and variety of information they are supplied are insufficient and that there are no relevant differences between team managers' and team members' evaluations or network positions.
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systematic design methods and the Creative Performance of new product teams do they contradict or complement each other
Journal of Product Innovation Management, 2007Co-Authors: Roger Th A J Leenders, Jo M L Van Engelen, Jan KratzerAbstract:Can organizations exert control and provide structure for NPD activities while at the same time encouraging and managing Creative Performance? Any new product development (NPD) project requires some level of Creative effort. In new product development, Creative Performance is of preeminent importance. Most NPD projects are executed with the NPD team as the organizational nucleus. As a result, managing creativity in NPD thus implies managing the creativity of NPD teams. Besides having to manage Creative Performance, companies are generally also concerned with improving the efficiency and effectiveness of the NPD process. Modern NPD projects therefore have the need for an approach that can be planned, optimized, and verified. As a consequence, systematic design methods have become widely used in NPD. In this article conceptual model is developed of the effect of modern design methodology on the Creative Performance of NPD teams. First, it is argued that the effect of systematic design methodology on NPD team creativity is mediated by the communication patterns of the NPD team. It is then proposed that four principles underlie modern design methodology: hierarchical decomposition, systematic variation, satisficing, and discursiveness. These principles affect NPD communication by, respectively, influencing the establishment of subgroups, the frequency of communication, the level of agreement or disagreement in the team, and the level of centralization of communication. Next, arguments are presented of how each of these four communicational characteristics shapes the Creative Performance of NPD teams. This second part of the conceptual model is tested empirically. This is done by studying the communication patterns in 44 NPD teams, employing social network analysis tools. These patterns of communication are then related to team-level Creative Performance through a set of regression analyses. The main conclusion of the article is that the design principles work together and need to be considered as an integrated whole: the Creative Performance of NPD teams can only effectively be managed by using and aligning all four of them.
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team polarity and Creative Performance in innovation teams
Creativity and Innovation Management, 2006Co-Authors: Jan Kratzer, Roger Th A J Leenders, Jo M L Van EngelenAbstract:Creativity is essential for research and development efforts. Research and development endavours are typically organized in teams. Unfortunately, little is known about how the polarity or in other words the conflict potential determines the creativity of such teams. Based on a sample of 51 research and development teams (R&D teams), this study examines the effects of polarity on team creativity and attemps to explore situational conditions when conflict potential is detrimental or facilitating R&D team creativity. The results show that foremost in the conceptualization phase of R&D efforts polarity positively influences the Creative Performance of R&D teams, whereas at lower degrees of complexity or in situations later in the development cycle polarity negatively impacts the Creative Performance of R&D teams.
Mikko Siponen - One of the best experts on this subject based on the ideXlab platform.
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HICSS - Short-Time Non-work-related Computing and Creative Performance
2014 47th Hawaii International Conference on System Sciences, 2014Co-Authors: Jungwon Kuem, Mikko SiponenAbstract:It has been argued that non-work-related computing (NWRC) takes time away from work and, hence, decreases work productivity. On the other hand, it has also been claimed that short-time non-work-related computing (STNWRC) (a maximum of 15 minutes), has a positive impact on work productivity, including relief from boredom, higher creativity, and the underlying recovery mechanisms. To examine the impact of STNWRC on Creative Performance, we draw on Fredrickson's broaden-and-build theory, the concept of recovery with mental well-being and low cognitive effort. A 2 × 2 factorial experiment with 40 subjects was conducted. The results indicate that STNWRC has a positive effect on Creative Performance, when people have mental fatigue. In the post hoc analysis, STNWRC with low cognitive effort has a greater positive effect on Creative Performance. As a research implication, we suggest that organizations need to encourage employees to use STNWRC as a recovery tool when employees have mental fatigue.
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Short-Time Non-work-related Computing and Creative Performance
2014 47th Hawaii International Conference on System Sciences, 2014Co-Authors: Jungwon Kuem, Mikko SiponenAbstract:It has been argued that non-work-related computing (NWRC) takes time away from work and, hence, decreases work productivity. On the other hand, it has also been claimed that short-time non-work-related computing (STNWRC) (a maximum of 15 minutes), has a positive impact on work productivity, including relief from boredom, higher creativity, and the underlying recovery mechanisms. To examine the impact of STNWRC on Creative Performance, we draw on Fredrickson's broaden-and-build theory, the concept of recovery with mental well-being and low cognitive effort. A 2 × 2 factorial experiment with 40 subjects was conducted. The results indicate that STNWRC has a positive effect on Creative Performance, when people have mental fatigue. In the post hoc analysis, STNWRC with low cognitive effort has a greater positive effect on Creative Performance. As a research implication, we suggest that organizations need to encourage employees to use STNWRC as a recovery tool when employees have mental fatigue.
Katleen De Stobbeleir - One of the best experts on this subject based on the ideXlab platform.
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self regulation of creativity at work the role of feedback seeking behavior in Creative Performance
Academy of Management Journal, 2011Co-Authors: Katleen De Stobbeleir, Susan J Ashford, Dirk BuyensAbstract:Using 456 supervisor-employee dyads from four organizations, this study examined how employees use one proactive behavior, feedback seeking, as a strategy to enhance their Creative Performance. As hypothesized, employees' cognitive style and perceived organizational support for creativity affected two patterns of feedback seeking: the propensity to inquire for feedback and the propensity to monitor the environment for indirect feedback. Feedback inquiry related to supervisor ratings of employee Creative Performance. These results highlight the importance of employees' self-regulatory behaviors in the Creative process and show that feedback seeking is not only a strategy that facilitates individual adaptation, but also a resource for achieving Creative outcomes.
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Feedback-Seeking Behavior as a Self-Regulation Strategy for Creative Performance
2008Co-Authors: Katleen De Stobbeleir, Susan J Ashford, Dirk BuyensAbstract:Using a sample of 456 supervisor-employee dyads from 4 organizations, this study examined how employees use feedback seeking as a self-regulation strategy to manage their Creative Performance. As hypothesized, employees’ cognitive style and perceived organizational support for creativity affected two patterns of their feedback seeking, i.e. their tendency to inquire for feedback from various sources and their propensity to monitor their environment for indirect feedback cues. Feedback inquiry from various sources further related to supervisor ratings of employee Creative Performance. These results highlight the importance of studying employees’ self-regulatory behaviors in the Creative process and support the proposition that feedback seeking is not only a strategy that facilitates individual adaptation, but also an individual resource that can help individuals to achieve Creative outcomes.