When The Muse Takes It All: A Model For The Experience of Timelessness in Organizations

By C. Mainemelis. 2001

233 citations recorded by the source corpus.

Subfields: Cognitive Neuroscience, Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0fc539d144339ee2974654e8ff0d8f52c56c7805

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In Cognitive Neuroscience

In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Creative Leadership: A Multi-Context Conceptualization† (2015, background): “…leadership may be related to a social or relational context that is hostile to the very idea of creativity in the workplace (Amabile & Conti, 1999; Mainemelis, 2001, 2010), or it may represent a case of unsuccessful creative leadership in Facilitative, Directive, or Integrative contexts where…”
Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement (2010, background): “More specifically, several creativity theorists (e.g., Mainemelis, 2001; Mumford, 2000; Shalley et al., 2004) have pointed to the importance of allocating greater research attention to the creative process itself if understanding of how creative outcomes are achieved is to grow.”
Work Interrupted: A Closer Look at the Role of Interruptions in Organizational Life (2003, background): “Such states occur when a person is intrinsically motivated and actively engaged in a task without a sense of time consciousness, and these conditions are generally associated with concepts of "flow" and timelessness (e.g., Csikszentmihalyi, 1975; Csikszentmihalyi & LeFevre, 1989; Mainemelis, 2001).”
The Effects of Personal and Contextual Characteristics on Creativity: Where Should We Go from Here? (2004, background): “However, several scholars (e.g.,Csikszentmihalyi, 1997; Drazin et al., 1999; Mainemelis, 2001; Mumford, 2000) have suggested that there is value in understanding the way in which individuals come to develop creative ideas.”
Stealing Fire: Creative Deviance in the Evolution of New Ideas (2010, background): “, 1999); free time to focus on creative tasks (Baer & Oldham, 2006; Halbesleben, Novicevic, Harvey, & Buckley, 2003; Mainemelis, 2001); and funds, materials, or equipment that may assist idea generation (Staw, 1990).”
Work Autonomy and Workplace Creativity: Moderating Role of Task Complexity (2015, background): “According to Mainemelis (2001), two aspects are important in an employee’s creative performance: first, experience of employees on a specific task or mastery of knowledge related with their specific task and second task-related affective process of the employees.”