The Effects of Personal and Contextual Characteristics on Creativity: Where Should We Go from Here?

By Christina E. Shalley, Jing Zhou, Greg R. Oldham. 2004

2,747 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/1c27fe8a1400b08bb61bda0922f311a0862199db

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In Clinical Psychology

In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Creativity and Control: A Paradox. Evidence from the Levers of Control Framework (2017, neutral): “Shalley et al. (2004) summarize the empirical ﬁndings as being inconclusive.”
Having a creative day: understanding entrepreneurs’ daily idea generation through a recovery lens (2018, background): “A state perspective recognizes that creativity can vary on a daily basis (Bledow et al., 2012) and that it is malleable because it is influenced by both personal and situational factors (Shalley et al., 2004).”
Why is Underemployment Related to Creativity and OCB? A Task-Crafting Explanation of the Curvilinear Moderated Relations (2017, background): “Crafting their tasks may enable employees to generate new and useful ideas regarding products, services, practices, and procedures, which is the definition of creativity (Shalley et al., 2004).”
The Dark Side of Competition for Status (2014, background): “…workers may also cheat to artificially improve their performance by the use of performance-enhancing drugs, forgery, use of ghostwriters or plagiarism (List et al. 2001; Preston and Szymanski, 2003; Enders and Hoover, 2004; Shleifer, 2004; Fanelli, 2009; Schwieren and Weichselbaumer, 2010).”
Hiding behind a mask? Cultural intelligence, knowledge hiding, and individual and team creativity (2017, background): “In today’s dynamic and uncertain work environment, organizations use employee creativity as a potential resource for organizational innovations (George, 2007; Shalley et al., 2004).”
Incremental effects of reward on experienced performance pressure: positive outcomes for intrinsic interest and creativity (2009, background): “Employees who are strongly interested in their work would be more willing to take risks, consider diverse solutions to problems, and persist in translating initial ideas into workable innovations (Shalley et al., 2004).”
A multilevel model of transformational leadership, affect, and creative process behavior in work teams (2015, background): “In this regard, leadership has long been recognized for its critical role in providing a creative work context (George & Zhou, 2007; Oldham & Cummings, 1996; Shalley et al., 2004; To et al., 2012).”
An Integrative HRM Process Theorization: Beyond Signalling Effects and Mutual Gains (2012, result): “In an attempt to shed light on this result we note, first, that the pattern of correlations is in line with the results of prior research stressing the relationship between creativity and motivation related to employee ability, autonomy, and opportunities (George, 2007; Shalley et al., 2004; Zhou an”
Job crafting and extra-role behavior: The role of work engagement and flourishing (2015, background): “Whereas contextual conditions are suggested to influence creativity via their effects on employees’ intrinsic motivation and affect, existing evidence shows that there are relative weak mediating effects of intrinsic motivation and affect, leaving room for other intervening mechanisms (Shalley et al”
Contextual Inhibitors of Employee Creativity in Organizations (2009, background): “Shalley et al. (2004) also proposed that contextual variables can increase creativity by promoting intrinsic motivation of employees, which in turn “increases their tendency to be curious, cognitively flexible, risk taking, and persistent in the face of barriers” (p. 935).”