Trust, Connectivity, and Thriving: Implications for Innovative Behaviors at Work

By Abraham Carmeli, Gretchen M. Spreitzer. 2009

499 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/84255848a347653d5260b258146f2bb2ec95940b

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Sentiment analysis in organizational work: Towards an ontology of people analytics (2018, background): “It involves recognizing the value of relationships in learning new things, generating new ideas, and seeking opportunities to explore and grow (Carmeli & Spreitzer, 2009, p. 174).”
Organizational climate for innovation and organizational performance: The mediating effect of innovative work behavior (2017, background): “to raise questions on this issue and include potential mediators, such as employee engagement or intrinsic motivation (Amabile et al., 1996; Carmeli and Spreitzer, 2009; Yuan and Woodman, 2010).”
Thriving at work: A meta‐analysis (2019, methodology): “Moreover, there is evidence for a positive relationship between thriving and creative performance (Carmeli & Spreitzer, 2009; Wallace, Butts, Johnson, Stevens, & Smith, 2016).”
The highest form of intelligence: Sarcasm increases creativity for both expressers and recipients (2015, background): “In fact, trust in others, through creating a sense of connection, may even play a positive role in individuals’ willingness to engage in innovative behavior (Carmeli & Spreitzer, 2009).”
Thriving at work as a mediator of the relationship between workplace support and life satisfaction (2020, unknown): “…OF MANAGEMENT & ORGANIZATION 168 of organizational citizenship, generation of innovative behaviour, and higher organizational commitment (Carmeli & Spreitzer, 2009; Spreitzer, Porath, & Gibson, 2012; Spreitzer, Porath, & Gibson, 2013; Paterson, Luthans, & Jeung, 2014).”
When Family Supportive Supervisors Meet Employees’ Need for Caring: Implications for Work–Family Enrichment and Thriving (2018, methodology): “Following recent work (Carmeli & Spreitzer, 2009), we computed the measure of thriving by calculating the average score of the two subscales measuring vitality and learning.”
The influence of prosocial motivation and civility on work engagement:The mediating role of thriving at work (2018, background): “It allows individuals to develop understanding in order to progress at their work (Wallace et al., 2016) and indulge in behaviors that are complementary for a job (Carmeli & Spreitzer, 2009).”
On the Relation of Job Insecurity, Job Autonomy, Innovative Work Behaviour and the Mediating Effect of Work Engagement (2014, unknown): “In previous studies, the focus was mostly on intrinsic motivation as a mediator, instead of work engagement (e.g. Carmeli & Spreitzer, 2009; Yuan & Woodman, 2010).”
High‐performance work system and employee performance: the mediating roles of social exchange and thriving and the moderating effect of employee proactive personality (2018, background): “Employees who feel organizational trust and recognition are more likely to be motivated in their work and engage in heedful relating (Carmeli and Spreitzer 2009; Spreitzer et al. 2005).”
Building a Sustainable Model of Human Energy in Organizations: Exploring the Critical Role of Resources (2012, background): “Organizational scholars have only begun to explore the role of energy in the creation, maintenance, and destruction of the many social structures of interest to the field.”
Cultivating a resilient top management team: The importance of relational connections and strategic decision comprehensiveness (2013, background): “Connectivity is a relational construct that characterizes the structural ties between members and is manifested in openness (it enables people to embrace diverse influences that come from others as opportunities for learning and growth) and generativity (a relationship between members which is manif”