Handbook of Organizational Creativity

By Jing Zhou, Christina E. Shalley. 2007

192 citations recorded by the source corpus.

Section 1: Organizational Creativity in Historical Context. C. Shalley, J. Zhou, Organizational Creativity Research: An Historical Overview. T. Amabile, J. Mueller, Assessing Creativity and its Antecedents: An Exploration of the Componential Theory of Creativity. C. Ford, M. Kuenzi, Organizing Creativity Research: Insights and Proposals Suggested by Examining Classic Administrative Science Texts. Section 2: Distinctive Contributions from Organizational Creativity Research. P. Tierney, Leadership and Creativity: A Reciprocal Evolving Model. J. Zhou, Promoting Creativity through Feedback. C. Shalley, Creating Roles: What Managers Can Do to Establish Expectations for Creative Performance. P. Paulus, Fostering Creativity in Groups and Teams. J. Perry-Smith, When Being Social Facilitates Creativity: Social Networks and Creativity within Organizations. M. West, A. Richter, Climates and Cultures for Innovation and Creativity at Work. D. Dougherty, N. Tolboom, Creative Organizing to Enable Organizational Creativity: The Case of Sustained Product Innovation. R. Drazin, R. Kazanjian, M. Glynn, A Sensemaking Approach to Understanding the Politics of Creativity. R. Woodman, Creativity and Organizational Change: Linking Ideas and Extending Theory. Section 3: Normative Implications of Organizational Creativity Research. L. Gilson, Why be Creative: A Review of the Practical Outcomes Associated with Creativity at the Individual, Group, and Organizational Levels. A. Hargadon, Creativity that Works. Section 4: Suggestions for Future Organizational Creativity Research. J. Zhou, C. Shalley, Expanding the Scope and Impact of Organizational Creativity Research

Subfields: Strategy and Management

View Paper: https://www.semanticscholar.org/paper/dad0740d0dbe119ea36edf6674a32e608b0d7fc4

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In Strategy and Management

1. Mehmet Mehmetoglu
2. Terje Slåtten

Citations in the corpus

• Antecedents and effects of engaged frontline employees (2011, background): “Job autonomy here refers to the freedom and independence that people performing the tasks have in determining how to execute their duties (Zhou and Shalley, 2008).”