A MODEL OF CREATIVITY AND INNOVATION IN ORGANIZATIONS

By Rama, C. Nayak, Ramesh K. Agarwal. 2011

3,011 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ed8a303e03d44a504f274a72e69a61bbcbe5a22f

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Citations in the corpus

Duality in Diversity: How Intrapersonal and Interpersonal Cultural Heterogeneity Relate to Firm Performance (2019, background): “…intrapersonal heterogeneity, which has not been previously examined in organizational research, is that because creativity and innovation stem from the recombination of previously unrelated ideas, a wide cultural toolkit should—all else equal—be conducive to individual creativity (Amabile, 1988).”
Transformational leadership and follower creativity: The moderating effects of identification with leader and organizational climate (2010, background): “which is considered to be a key element of creativity (Amabile, 1988; Oldham and Cummings, 1996).”
Leadership and creativity in higher education (2015, background): “In the work context, creativity has been broadly defined as the development of novel and potentially useful ideas, products, practices, services, or procedures (Amabile 1988, 1996; Mumford and Gustafson 1988; Shalley, Zhou and Oldham 2004; West and Farr 1990).”
Contextual Inhibitors of Employee Creativity in Organizations (2009, methodology): “We developed an eight-item index (α = .83) of creative ability by adapting items from Choi (2004a) and transforming various creativity-relevant skills (Amabile, 1988) into items (e.g., “I am good at perceiving problems,” “I am good at intuitive thinking,” and “I am good at using my imagination”).”
Employer–Employee Congruence in Environmental Values: An Exploration of Effects on Job Satisfaction and Creativity (2014, unknown): “building block for organizational innovation (Amabile 1988).”
Approaches to Measuring Creativity: A Systematic Literature Review (2017, background): “In the componential model of organizational innovation and creativity, Amabile (1988) proposed three broad environmental factors related to creativity: organizational motivation or orientation to innovate, available resources and management practices.”
High-performance work system and employee creativity: The roles of perceived organisational support and devolved management (2017, background): “This is in spite of the fact that employee creativity contributes substantially to organisational innovation and competitive advantage (Amabile, 1988).”
A Cross-level Analysis of Organizational Creativity Climate and Perceived Innovation: The Mediating Effect of Work Motivation (2012, background): “Amabile (1988) regarded that creativity, expertise and creativity skills must be accompanied by motivation to produce highly creative behavior.”
Employee learning orientation, transformational leadership, and employee creativity: the mediating role of employee creative self-efficacy (2009, background): “First, education and experience may affect the domain-relevant knowledge or expertise that is important for creativity (Amabile, 1988; Tierney et al., 1999).”
How to Support Innovative Behaviour?The Role of LMX and Satisfaction with HR Practices (2010, background): “It is claimed that innovative behaviour of employees defined as the creation, introduction and application of new ideas within a group or organization in order to benefit performance [4,5] is crucial for the long-time survival of organizations [3,6–9].”
Developing a capacity for organizational resilience through strategic human resource management (2011, background): “Organizational resilience depends on an ability to conceptualize solutions that are both novel and appropriate (Amabile, 1988).”
Construing creativity: The how and why of recognizing creative ideas (2014, background): “Recent research (Mueller, Melwani, & Goncalo, 2012) highlights that people have both positive and negative associations with creativity; the negative associations can involve uncertainty about social acceptance when expressing the idea (Diehl & Stroebe, 1987), the idea’s value (Amabile, 1988), wheth”
Creativity and Constraints: Exploring the Role of Constraints in the Creative Processes of Research and Development Teams (2014, background): “…on creativity in organizations has been heavily influenced by Amabile’s (1988) componential model of creativity, which suggests that intrinsic motivation – the drive to engage in an activity because it is inherently interesting or involving – is essential to creative output (Amabile, 1988, 1996).”
Structural determinants of team performance: the mutual influences of learning culture, creativity, and knowledge (2010, background): “Creativity refers to the development of ideas about products, services, procedures, processes, and practices that are judged to be original and novel, and potentially useful (Amabile 1998; Joo 2007).”
Motivational antecedents to high-tech R&D employees' innovative work behavior: Self-determined motivation, person-organization fit, organization support of creativity, and pay justice (2019, background): “…research attention is needed to increase understanding of individual antecedents of IWB (Anderson, Potočnik, & Zhou, 2014), including motivation since innovative behavior is highly dependent on it (Amabile, 1988) and few studies on the antecedents to IWB address individual motivation (Stock, 2015).”
A Double‐Edged Sword: Transformational Leadership and Individual Creativity (2013, background): “As innovation comprises both developing and implementing these ideas, creativity often is regarded as the first phase of the innovation process (Amabile, 1988; Anderson, de Dreu and Nijstad, 2004; Paulus, 2002; Pirola-Merlo and Mann, 2004).”