There's No Place like Home? The Contributions of Work and Nonwork Creativity Support to Employees' Creative Performance

By Nora Y. Madjar, Greg R. Oldham, Michael G. Pratt. 2002

889 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Urban Studies

View Paper: https://www.semanticscholar.org/paper/b2ec05923d6def65d071a207f89ddcf03bb700ab

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Urban Studies

Citations in the corpus

The influence of perceived organizational support on employee creativity: The mediating role of work engagement (2021, background): “Therefore, the more employees’ co-workers, supervisors and managers offer support related to creativity the higher their creative performance (Madjar et al., 2002; Pinnington & Hammersley, 1997).”
Trust in Supervisors and Trust in Customers: Their Independent, Relative, and Joint Effects on Employee Performance and Creativity (2009, background): “Consistent with earlier studies (e.g., Madjar et al., 2002; Zhou, 2003), we used supervisory ratings of employee creativity.”
Measuring employee innovation:a review of existing scales and the development of the innovative behavior and innovation support inventories across cultures (2017, background): “…from Howell et al., 2005, 2 new items), innovation outputs (5 new items), managerial support (1 item from Shane and Venkataraman, 1995, 1 item from Madjar et al., 2002, 8 new items), organizational support (8 items from Scott and Bruce, 1994, 3 new items) and cultural support (3 items from…”
Need for Cognition as an Antecedent of Individual Innovation Behavior (2014, background): “This conclusion is in line with the results of past studies showing that dispositions to innovate are more important in unfavorable contexts (Liu et al., 2011; Madjar, 2008; Madjar et al., 2002; Tierney et al., 1999; Zhou, 2003), suggesting a substitution-type effect.”
Leaders' responses to creative deviance: Differential effects on subsequent creative deviance and creative performance (2016, background): “Furthermore, because supportive leaders maintain open channels of feedback with their employees (Madjar et al., 2002), they are less likely to ignore creative deviance because this is likely to disrupt the reciprocal communication channel about new ideas.”
The curvilinear relation between experienced creative time pressure and creativity: moderating effects of openness to experience and support for creativity. (2006, methodology): “Ten items derived from those developed by Madjar et al. (2002) were averaged to create a measure of supervisor or coworker support for creativity.”