Innovation in Organizations: A Multi-Level Perspective on Creativity

By Michael D. Mumford, Samuel T. Hunter. 2005

142 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4d40ba4027cbf8c55f2c67cfd1fa9bf983c8df29

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In Experimental and Cognitive Psychology

In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety (2010, unknown): “Past research has suggested that leader support is important to creativity and innovation (Mumford & Hunter, 2005; Hunter et al., 2007).”
Leadership, Creative Problem-Solving Capacity, and Creative Performance: The Importance of Knowledge Sharing (2013, background): “The Mediating Role of Knowledge Sharing As indicated, leaders can influence creativity in multiple ways by developing a climate conducive to creativity and innovation, by serving as a role model for innovation, and by providing support (Mumford & Hunter, 2005).”
Leading for Innovation (2011, background): “One of the challenges of defining a vision for innovation is providing enough detail to make the goal accessible, while also allowing employees the freedom to arrive at that goal in the most novel and useful way possible (Mumford & Hunter, 2005).”
Context matters: combined influence of participation and intellectual stimulation on the promotion-focus/employee creativity relationship (2012, unknown): “Copyright © 2011 John Wiley & Sons, Ltd. Keywords: regulatory focus; participation; leadership; creativity In a competitive environment, creativity matters (Axtell, Holman, Unsworth, Wall, & Waterson, 2000; Mumford & Hunter, 2005).”
Leadership and Team Cohesiveness Across Cultures (2009, background): “In addition to this, further studies might focus on the skills related to the effective use of directive and supportive behaviors in different cultures (Mumford & Hunter, 2005).”
The Effect of Regulatory Focus on Idea Generation and Idea Evaluation (2011, background): “Mumford and Hunter (2005) suggested that team innovation is dependent on a balance of differentiation and integration of expertise.”
Climate for Creativity: A Quantitative Review (2007, background): “Moreover, as Mumford and Hunter (2005) have pointed out, these measures differ with respect to underlying assumptions about key climate variables.”
Empowering leadership and employee creativity: A dual‐mechanism perspective (2018, background): “Second, the development of new ideas is a time-intensive and demanding undertaking, so the employees must allocate their time and energy more effectively when they engage in creativity-related activities (Mumford & Hunter, 2005).”
Malevolent Creativity in Terrorist Organizations (2013, background): “However, Mumford and Hunter (2005) identified several ways that information can be a hindrance to creativity.”