Overcoming Resistance to Change and Enhancing Creative Performance
By Alice H. Y. Hon, Matt Bloom, J. Crant. 2014
251 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/aad3be0c7892da8cbee968b6af38d548fdba1ee1
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Citations in the corpus
- Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “Similarly, empowering leadership, which involves communicating a compelling vision and coaching subordinates, moderated the relationship between dispositional resistance to change and employees’ creative performance, such that the relationship was weaker under empowering leaders (Hon et al., 2014).”
- Inclusive Leadership and Work Engagement: Mediating Roles of Affective Organizational Commitment and Creativity (2015, unknown): “Creativity is seen as the production of novel and useful ideas (Amabile, Conti, Coon, Lazenby, & Herron, 1996; Hon, Bloom, & Crant, 2014) and concerns how flexibly and imaginatively individuals approach problems.”
- How Do Leaders Influence Innovation and Creativity in Employees? The Mediating Role of Intrinsic Motivation (2021, background): “Creativity is an intricate and complex construct which relates to the creation of novel ideas having useful and innovative implication as well as concerns to the extent to which individuals approach the problems (Amabile et al., 1996; Hon et al., 2014).”
- Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership (2018, background): “…and practitioners should focus not only on what happens immediately prior to, during, and right after the change process occurs (e.g., Furst & Cable, 2008; Hon et al., 2014), but take into consideration the long-term consequences of HR practices for employees’ sensemaking concerning change efforts.”