Putting Creativity to Work: The Implementation of Creative Ideas in Organizations

By Markus Baer. 2012

781 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/36754533beafd700b930abefba6ec66535bba9ae

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Innovating under stress: The role of commitment and leader-member exchange (2017, background): “Importantly, researchers have shown that the quality of these relationships is not only vulnerable to the depleting effects of stressors (Zhang et al., 2014) but also highly influential on employee innovation (Baer, 2012).”
The role of multilevel synergistic interplay among team mastery climate, knowledge hiding, and job characteristics in stimulating innovative work behavior (2017, background): “…certain degree pre-determined by various contextual and personal factors similar to the ones that pertain to only creativity (e.g., Naglieri and Kaufman, 2001), recent studies by Baer (2012) and Škerlavaj et al. (2014) have started to explore both creativity and innovation at the individual level.”
Received Respect and Constructive Voice: The Roles of Proactive Motivation and Perspective Taking (2019, background): “Given that voice is challenging in nature (Burris, 2012; Lebel, 2016) and entails much work even after the suggestion has been made (Baer, 2012), many employees choose to remain silent (Brinsfield, 2013; Milliken et al.”
Leaders' responses to creative deviance: Differential effects on subsequent creative deviance and creative performance (2016, background): “Because the creative process is uncertain and ambiguous (Baer, 2012), creative deviancemay ormay not result in a creative product.”
Human capital and innovation: the importance of the optimal organizational task structure (2019, background): “Routine and manual activities executed in a repetitive and habitual fashion do not motivate employees to generate ideas (Perrow, 1970; Baer, 2012).”
The Pivot: How Founders Respond to Feedback through Idea and Identity Work (2017, background): “A primary concern motivating existing studies of creativity, particularly in innovation and entrepreneurship contexts, is constraints that inhibit creative workers’ efforts to ensure the novelty and usefulness of their creative outputs (Anderson, Potočnik, & Zhou, 2014; Baer, 2012).”
Social Networks, Cognitive Style, and Innovative Performance: A Contingency Perspective (2015, background): “is especially true when such initiatives are based on unconventional, creative ideas (Baer, 2012).”
Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance (2017, background): “Innovative performance thus differs from creativity, as it involves not only the generation but also the implementation of ideas (Baer, 2012; Scott & Bruce, 1994; West & Farr, 1990).”