Climates and cultures for innovation and creativity at work

By M. West, A. Richter. 2008

119 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/4067b54ed39d6dcdc5e53e41df7ab94fbcf9dd0c

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Citations in the corpus

Corporate Ethical Values, Group Creativity, Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response (2011, background): “Consistent with integrative social contracts theory (Donaldson and Dunfee, 1994), an ethical organizational environment should enhance employee (in general) and group (in particular) perceptions of both psychological and psychosocial trust and safety that are necessary for group creativity (West and”
Moderators of the Relationship Between Leadership Style and Employee Creativity: The Role of Task Novelty and Personal Initiative (2013, background): “However, especially in low novelty tasks, a lot of creative potential remains untapped, because there is often no apparent problem with the available routine solutions and creative efforts may evoke uncertainty and anxiety (West & Richter, 2008; Zhou & George, 2003).”
Recent developments in reflexivity research: A review (2009, background): “Task related conflicts within a psychological safe environment will lead to innovation by encouraging debate and consideration of alternative interpretations (West & Richter, 2008).”
Social influence, creativity and innovation (2008, background): “In each case, scholars often cite the importance of freedom, support for creativity, exposure to diverse perspectives, but they also note the importance of external rewards and external challenges such as competition and time pressure (e.g., Arieti, 1976; Simonton, 1999; West & Richter, 2007).”
Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety (2010, unknown): “West and Richter (2008) and Nicholson and West (1988) noted that when facing psychological threats and feeling psychologically unsafe, individuals are more likely to develop defensive orientation and are less likely to display creativity and innovative behaviors at work.”
Shaping Environments Conductive to Creativity (2012, background): “…goals, including organizational climate (Amabile and Conti, 1999; Shalley, Gilson, and Blum 2000), leadership (Shin and Zhou 2003; Kim, Hon, and Lee 2010; Zhang and Bartol 2010), supportive coworkers (Madjar, Oldham, and Pratt 2002; Zhou 2003), and conflict resolution (West and Richter 2008).”
Self-Regulation of Creativity at Work: The Role of Feedback-Seeking Behavior in Creative Performance (2011, background): “…for instance by participating in developmental experiences that are beneficial to their organization (Wayne, Shore, & Liden, 1997), seeking organization-relevant information, learning important work skills (Rhoades & Eisenberger, 2002), and engaging in self-reflection (West & Richter, 2008).”
Feeling Mixed, Ambivalent, and in Flux: The Social Functions of Emotional Complexity for Leaders (2017, background): “For example, a group that values innovation should embrace flexibility because it facilitates innovative idea generation (West & Richter, 2008).”
Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes (2013, unknown): “It has been recognized that mistakes create varied degree of conflicts (West and Richter, 2008), and acknowledging and correcting a mistake are often associated with saving or losing one’s mianzi (social face) in the Chinese context (Yeh and Xu, 2010).”
Impact of inclusive leadership on innovative work behavior: The role of psychological safety (2017, background): “However, employees who do not experience PS, focus more on defensive orientation and therefore experience lower IWB with corresponding lower Impact of inclusive leadership on innovative work behavior JOURNAL OF MANAGEMENT & ORGANIZATION 121 PS (Nicholson & West, 1988; West & Richter, 2008).”
Creative Leadership: A Multi-Context Conceptualization† (2015, background): “In contrast, innovation refers to the large-scale implementation of creative ideas in the organization and is usually assessed at the organizational level and in longer time frames (Amabile, 1988, 1996; West & Richter, 2008).”
When and how does functional diversity influence team innovation? The mediating role of knowledge sharing and the moderation role of affect-based trust in a team (2016, background): “Embedded in such teams is a diverse set of task-related expertise that serves as a potential source of knowledge (Bantel and Jackson, 1989; Tziner and Eden, 1985) that increases team innovation (Amabile, 1988; Milliken et al., 2003; West and Richter, 2008).”