Factors Influencing Creativity in the Domain of Managerial Decision Making

By Cameron Ford, Dennis A. Gioia. 2000

423 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Mechanical Engineering, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/de3b5cc345947c9e73bfef11a9c8e7bae134e470

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In Experimental and Cognitive Psychology

In Mechanical Engineering

In Strategy and Management

Citations in the corpus

Reframing the Decision-Makers’ Dilemma: Towards a Social Context Model of Creative Idea Recognition (2017, background): “Because the decisionmaker role is defined as involving responsibility over the distribution of funds and resources (Ford & Gioia, 2000), we argue that the role is likely to activate an economic mindset—a cognitive tendency to prioritize concerns at the heart of economics, including accuracy,…”
Age and creativity at work The interplay between job resources, age and idea creativity (2008, background): “Some scholars assume that a long working experience and routines are detrimental for creativity, because they are associated with habitual behaviors and a preference for solving problems in a familiar, conventional way (Feltovich et al., 1997; Ford and Gioia, 2000; Gilson and Shalley, 2004).”
Work Autonomy and Workplace Creativity: Moderating Role of Task Complexity (2015, background): “Creativity is not only related with finding new ideas and products but it also deals with new organizational strategies, finding solution to business problems and to provide creative changes in the entire processes in the organizations (Ford & Gioia, 2000; Taggar, 2002; West & Anderson, 1996).”
Does Negative Feedback Benefit (or Harm) Recipient Creativity? The Role of the Direction of Feedback Flow (2020, background): “Interviews and survey with managers in the eastern United States (Ford & Gioia, 2000) Bottom up [Positive] Negative feedback was positively related to decision creativity.”
At What Level (and in Whom) We Trust (2012, background): “In addition, interpersonal trust at the individual level has been linked to creativity (e.g., Ford & Gioia, 2000), as reviewed previously, and creativity has yet to be examined as an outcome at the team level of analysis.”
Strategy-Process Research: What Have We Learned and What Is Still to Be Explored (2006, background): “Thereby, different concepts such as cognitive diversity (Amason, 1996; Forbes & Milliken, 1999), trust (Ford & Gioia, 2000), or perceived loyalty and competence (Dooley & Fryxell, 1999) were used.”
The Pygmalion Process and Employee Creativity (2004, background): “It has also been noted that creativity is context-specific (Ford & Gioia, 2000) and that the link between supervisors and employee creativity may manifest differently depending on the nature of the context (seeTierney & Farmer, 2002).”
No Idea? Evaluating the Effectiveness of Creativity Training. (2005, background): “The past two decades have seen an increasing emphasis placed on innovation as a major ingredient for organizational success ( Ford and Gioia, 2000”
The Efficacy of Teaching Creativity: Assessment of Student Creative Thinking Before and After Exercises (2011, background): “It is critical to prepare students to live, to work, and to be successful in this setting (Ford & Gioia, 2000).”
The Cognitive Perspective in Strategy: An Integrative Review (2011, background): “…viable set of links between intuition, schemas, and decision making that may provide a starting point for incorporating intuition in SC. Similarly, Ford and Gioia (2000) and Drazin, Glynn, and Kazanjain (1999) dealt with the role of creativity in organizations, and their ideas may be fruitfully…”