CREATIVITY AND STANDARDIZATION: COMPLEMENTARY OR CONFLICTING DRIVERS OF TEAM EFFECTIVENESS?

By Lucy L. Gilson, John E. Mathieu, Christina E. Shalley, T. Ruddy. 2005

470 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8ed51e87275d73d21ae55cdf5759dae2a24a969c

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Let's Dance! Elastic Coordination in Creative Group Work: A Qualitative Study of Modern Dancers (2014, background): “Each of these settings has shown that constraints can have some positive impact on creative work; for example, standardization improves the impact of creativity on customer satisfaction (Gilson et al., 2005).”
Transformational leadership and ambidexterity in the context of an acquisition (2009, background): “…and exploitation comes from manufacturing firm innovation (He & Wong, 2004), customer service teams using both standardized and creative processes (Gilson et al., 2005), concurrent feedback and feed-forward learning in mutual fund firms (Bontis, Crossan, & Hulland, 2002), and explorative and…”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, background): “…is a vital driver of team effectiveness (Hackman & Morris, 1975; Stein, 1974; Taggar, 2002; Tesluk, Farr, & Klein, 1997), and recent research has found that team creative processes have a significant positive effect 422 Journal of Management / June 2008 on performance (Gilson et al., 2005).”
The effect of workplace spirituality on team effectiveness (2010, background): “Workgroup members would be able to handle changes and provide the organization with the opportunity to be flexible (Gilson et al., 2005).”
Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions. (2011, background): “They are less likely, however, to generate the consistency and reliability in processes that routinize product and service quality, resulting in lower customer satisfaction (Gilson et al., 2005).”
The Effect of Conformist and Attentive-To-Detail Members on Team Innovation: Reconciling the Innovation Paradox (2011, methodology): “Teams that adhered to standards and had a strongly creativity-supportive environment had higher levels of customer satisfaction than teams that focused on either creativity or standard adherence (Gilson et al., 2005).”