The bright and dark sides of individual and group innovation:a special issue introduction

By Onne Janssen, Evert Van de Vliert, M. West. 2004

652 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b8539303c39ed0a31c3fc6767b24bbfca9495f2d

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Citations in the corpus

Innovation and Creativity in Organizations (2014, background): “An intriguing but to date underresearched issue concerns what has been termed the “dark side” of innovation predictors, processes, and outcomes (Anderson & Gasteiger, 2008a, 2008b; Janssen et al., 2004).”
Islamic Work Ethic, innovative work behaviour, and adaptive performance: the mediating mechanism and an interacting effect (2017, methodology): “Further, employees with IWB adjust themselves to adapt effectively to the job (Janssen et al., 2004) through the introduction and application of new technology that increases employees’ individual performance (Benner & Tushman, 2003).”
Putting Creativity to Work: The Implementation of Creative Ideas in Organizations (2012, background): “Moreover, pressing for the implementation of new ideas typically implies challenging established power structures in an organization, which causes resistance (Janssen et al., 2004; Kanter, 1988).”
Innovative Behavior in the Workplace: The Role of Performance and Image Outcome Expectations (2010, neutral): “Engaging in innovative acts in a workplace brings benefits and costs for employees beyond a sense of intrinsic enjoyment (Janssen, 2003; Janssen et al., 2004).”
Explaining factors affecting individual innovation: The case of producer group members in Thailand (2012, background): “, 2008) and culture (Janssen et al., 2004) are the antecedents at the group level.”
The role of multilevel synergistic interplay among team mastery climate, knowledge hiding, and job characteristics in stimulating innovative work behavior (2017, background): “More specifically, team-work situations might also influence how employees approach, interpret, and engage into IWB (Janssen et al., 2004).”
Exploring Managerial Mechanisms that Influence Innovative Work Behaviour: Comparing private and public employees (2014, background): “Innovative work behaviour is a risky behavioural effort (Lee 2008), as employees pushing innovative ideas for change challenge the established work goals, work methods, task relationship, informal norms, and expectations that employees have of one another (Janssen et al. 2004).”
Is innovative behavior really good for the firm?: Innovative work behavior, conflict with coworkers and turnover intention: moderating roles of perceived distributive fairness (2011, methodology): “neglect of the dark side ( Janssen et al., 2004) of IWB, directing to misleading conclusions.”