Improvisation and Innovative Performance in Teams

By Dusya Vera, Mary M. Crossan. Organ. Sci., 2005

719 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/59fed0baf53d6684aac57d46d99b592022a194de

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate (2019, background): “Earlier studies suggested that open information sharing would facilitate IWB (Vera & Crossan, 2005), and we have now found evidence that, as Qin et al. (2012) predicted, information sharing also has positive effects on IWB.”
Lighting the way or stealing the shine? An examination of the duality in star scientists' effects on firm innovative performance (2015, background): “When people share a collective mind or mental models, they can coordinate work and perform more effectively and efficiently when trying to generate novel ideas (Vera & Crossan, 2005).”
Entrepreneurs’ Improvisational Behavior and Firm Performance: A Study of Dispositional and Environmental Moderators (2013, background): “reason for such behavior may stem from the presentation of a problem, lack of an appropriate heuristic or alternative solution that can be applied to a problem, or simply as an impulse to try something new in the moment (Vera and Crossan, 2005).”
Overcoming Resistance to Change and Enhancing Creative Performance (2014, background): “On the other hand, climates that emphasize openness to new experiences, novelty, rejecting traditional authority, equality of members, freedom to move, and taking a rational, ambitious approach to work signal that change is welcome (C. Ford, 1996; Vera & Crossan, 2005; Woodman et al., 1993).”
Win or Lose the Battle for Creativity: The Power and Perils of Intergroup Competition (2010, background): “Active and equal participation by all members in both collaborative idea generation and making collective decisions regarding those ideas has been suggested to enhance the creativity of groups (e.g., Gilson & Shalley, 2004; Hargadon & Bechky, 2006; Larson, 2007; Vera & Crossan, 2005).”
Coordinating Expertise Among Emergent Groups Responding to Disasters (2007, background): “These scenarios include decisions, actions, knowledge, events, and feedback (Vera and Crossan 2005).”
The contrasting interaction effects of improvisational behavior with entrepreneurial self-efficacy on new venture performance and entrepreneur work satisfaction (2008, background): “As stated previously and congruent with extant literature (Vera and Crosson, 2005), we do not anticipate a direct relationship of improvisational behavior with either of these outcome variables.”
Paying Attention to Mindfulness and Its Effects on Task Performance in the Workplace (2011, background): “Specifically, successful improvisation arguably depends on being “attentive and alert to what is happening in the now” (Vera & Crossan, 2005, p. 208) and remaining attuned to “temporally proximate stimuli” within one’s environment (Fisher & Amabile, 2009, p. 19).”
The "Third Hand": IT-Enabled Competitive Advantage in Turbulence Through Improvisational Capabilities (2010, background): “…turbulence stresses the need for real-time information (Hitt et al. 1998) and improvisational capabilities heavily depend on real-time information (Vera and Crossan 2005), the effective use of IT to support real-time information and knowledge flows becomes more pronounced in turbulence (Mendelson…”