A Little Creativity Goes a Long Way: An Examination of Teams’ Engagement in Creative Processes

By Lucy L. Gilson, Christina E. Shalley. 2004

788 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/556cf267b531a4c017ef0ea61440a2f7ed4ce1e9

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Routinization, work characteristics and their relationships with creative and proactive behaviors (2006, background): “For example, Gilson & Shalley (2004) argued that organizational tenure leads to skills and knowledge that are beneficial to creativity but at the same time leads to a tendency to adhere to strict routines rather than to seek new approaches to work.”
Cognitive Team Diversity and Individual Team Member Creativity: A Cross-Level Interaction (2012, background): “Although individual team members are the ones who significantly influence team creativity processes (Gilson & Shalley, 2004; Janssen, van de Vliert, & West, 2004) and actually determine team creativity and innovation (Pirola-Merlo & Mann, 2004; West & Anderson, 1996), how team diversity affects…”
Intervening to Enhance Proactivity in Organizations: Improving the Present or Changing the Future (2018, background): “Tenure in the organization also constitutes a potential confound; as tenure increases, individuals are less likely to initiate new approaches to work (Gilson & Shalley, 2004).”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “For example, team creative processes have been defined as “members working together in such a manner that they link ideas from multiple sources, delve into unknown areas to find better or unique approaches to a problem, or seek out novel ways of performing a task” (Gilson & Shalley, 2004: 454).”
Transformational Leadership and Employee Creativity: The Mediating Role of Promotion Focus and Creative Process Engagement (2014, background): “Engagement in the creative process represents a necessary first step toward creativity (Gilson and Shalley 2004; Shalley 1991, 1995).”
INTERACTIVE EFFECTS OF GROWTH NEED STRENGTH, WORK CONTEXT, AND JOB COMPLEXITY ON SELF-REPORTED CREATIVE PERFORMANCE (2009, background): “In addition, job-required creativity has been found to predict team creative performance (Gilson & Shalley, 2004).”
Effects of team knowledge management on the creativity and financial performance of organizational teams (2012, background): “Extant studies of team creativity have highlighted the importance of group composition and team emergent states or processes, such as a supportive climate (Gilson & Shalley, 2004), intra-team communication (Leenders, Van Engelen, & Kratzer, 2003), and team conflict (Chen, 2006).”
Taking personal initiative and communicating about ideas: What is important for the creative process and for idea creativity? (2007, background): “Engagement in the creative processes can be conceptualized as a precondition for a creative outcome (Gilson & Shalley, 2004).”
Entrepreneur training for creativity and innovation (2010, background): “, 2003) or on the level is being exercised: individual, team and organizational (Gilson and Shalley, 2004; Pirola-Merlo and Mann, 2004; Shalley et al., 2004; Bharadwai and Menon, 2000) etc.”