Implicating trust in the innovation process

By C. Clegg, Kerrie L. Unsworth, O. Epitropaki, G. Parker. 2002

312 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8dad8c4111003668990dc2300be23a53fafca21f

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Comparing Innovation Capability of Small and Medium‐Sized Enterprises: Examining the Effects of Organizational Culture and Empowerment (2010, background): “Further, in their individual-level study, Clegg et al. (2002) suggested that trust and effective communication between organizational members better facilitate the management of organizational innovation process.”
Putting Creativity to Work: The Implementation of Creative Ideas in Organizations (2012, background): “For example, in their study of design engineers in two large aerospace companies, Clegg et al. (2002) found a positive association of .57 between the number of ideas employees had suggested and the extent to which these ideas were eventually implemented.”
Creative Leadership: A Multi-Context Conceptualization† (2015, result): “The importance of the leader–follower relation for creativity has been examined by several studies that consistently report a positive relationship between the two (e.g. Basu & Green, 1997; Clegg et al., 2002; Scott & Bruce, 1994; Tierney, 1992).”
No Idea? Evaluating the Effectiveness of Creativity Training. (2005, background): “Research has confirmed that the work environment is a highly important influence in terms of facilitators or inhibitors of employees’ creative behaviour (Farmer, Tierney and King-McIntyre, 2003), and this may be particularly with regards to putting ideas into practice (Clegg et al., 2002).”
Unfolding the Proactive Process for Creativity (2012, methodology): “…using a time-lagged, multisource design so as to avoid the reliance found in prior studies on cross-sectional design (e.g., Ancona & Caldwell, 1992; Madjar & OrtizWalters, 2008), the same data source (e.g., Tiwana & McLean, 2005), or both (e.g., Clegg et al., 2002; Tiwana & McLean, 2005).”
Corporate entrepreneurship and innovation part 1: the missing link (2005, background): “This in turn can place considerable strain on all the functional areas within an organisation, and can be highly risky and uncertain (Brown, 1992; Clegg et al., 2002; von Stamm, 2003).”
Getting What's New from Newcomers: Empowering Leadership, Creativity, and Adjustment in the Socialization Context (2013, unknown): “Creativity researchers have noted that trustful environments where employees feel safe and are not fearful of being evaluated negatively are more conducive to creativity and innovative processes (Clegg et al., 2002).”
Examining the relationship between creativity and innovation: A meta-analysis of organizational, cultural, and environmental factors ☆ (2015, result): “For all of these reasons, the link between creativity and innovation might not be as straightforward and as strong as earlier conceptual work suggests (Axtell et al., 2000; Axtell et al., 2006; Clegg et al., 2002; Frese et al., 1999).”