Managing Creative People: Strategies and Tactics for Innovation

By Michael D. Mumford. 2000

936 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f2961c146d5843fc344fc69c03395ec088b92eff

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In Experimental and Cognitive Psychology

In Mechanical Engineering

In Strategy and Management

Citations in the corpus

INTERACTIVE EFFECTS OF GROWTH NEED STRENGTH, WORK CONTEXT, AND JOB COMPLEXITY ON SELF-REPORTED CREATIVE PERFORMANCE (2009, background): “Although relationships at work are an important component of context, other factors could also affect creative performance, such as tolerance of diversity, protection from distractions, and the provision of adequate time and resources (Amabile, 1988; Mumford, 2000; Scott & Bruce, 1994; Taylor, 1963)”
Could HRM support organizational innovation? (2008, background): “First, because it is considered that the innovative capacity of a firm resides in the intelligence, imagination and creativity of its employees (Kanter 1989; Gupta and Singhal 1993; Mumford 2000).”
Strategic human resource practices and innovation performance: the mediating role of knowledge management capacity (2009, background): “Both extrinsic and intrinsic rewards are essential to motivate employees to take the challenging work, and provide them incentives to generate more new ideas and develop successful new products (Brockbank, 1999; Mumford, 2000).”
Multiculturalism and innovative work behavior: The mediating role of cultural intelligence (2017, background): “In addition to individual benefits, innovation can exert valuable influences on the effectiveness and long-term survival of organizations (Amabile et al., 2005; Ancona & Caldwell, 1987; Mumford, 2000; Woodman, Sawyer, & Griffin, 1993).”
A multilevel model of transformational leadership, affect, and creative process behavior in work teams (2015, background): “This process-based view recognizes the value of understanding the transient processes by which ultimate outputs emerge; thus offering a lever for us to understand how to improve eventual creative outcomes (Mumford, 2000).”
A review of creativity within organizations from a psychological perspective (2010, background): “, 1993; Mumford and Gustafson, 1988), evaluating progress in terms of work and not in terms of outcomes (Mumford, 2000; Shalley, 1995), restricting constraints (Nohria and Gulati, 1997; Drazin et al.”
From personal values to creativity: evidence from frontline service employees (2011, result): “Consistent with our result is also Mumford's (2000)”
Knowledge workers' creativity and the role of the physical work environment (2011, background): “Other HR practices could support leaders in motivating their subordinates to be more creative (Brockbank, 1999; De Leede & Looise, 2005; Mumford, 2000) such as building or integrating a system that allows creative performance objectives to be defined, or creative efforts to be acknowledged and rewar”
Multiple Tasks' and Multiple Goals' Effect on Creativity: Forced Incubation or Just a Distraction? (2008, background): “In recent years, a number of studies have demonstrated that a variety of contextual characteristics have a substantial impact on the creativity of individuals at work (see Amabile, 1996; Mumford, 2000; Shalley, Zhou, & Oldham, 2004, for reviews).”
Malevolent Creativity in Terrorist Organizations (2013, background): “In addition, creative people restructure their work environments to fit their needs, which can lead organizations and industries to become more creative over time (Mumford, 2000).”
Management innovation: A systematic review and meta-analysis of past decades of research (2019, background): “…that top managers when structuring and implementing innovation should use various management strategies and tactics such as managing incentives, conducting innovation audits, reviewing work progress and pursuing strategic hires (Mumford, 2000; Khosravi et al., 2013; Rezvani, Dong & Khosravi, 2017).”