The influence of creative process engagement on employee creative performance and overall job performance: a curvilinear assessment.

By Xiaomeng Zhang, Kathryn M. Bartol. Journal of Applied Psychology, 2010

301 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fa3b7adf7c541a9649e3e0ae23e83973be05dea9

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Citations in the corpus

Review and Recommendations for Integrating Mediation and Moderation (2017, methodology): “X. Zhang and Bartol (2010b) tested their model using structural equation modeling and tested for full mediation by comparing their hypothesized model to an alternative model including the indirect effect path.”
Experienced high performance work system, extroversion personality, and creativity performance (2015, background): “…empowerment (Ehrnrooth & Bjorkman, 2012), our study shows that, after controlling for intrinsic motivation, a factor found to be a proximal outcome of psychological empowerment (Zhang & Bartol, 2010a), experienced HPWSs may still promote information exchange that inspires creative ideas.”
An Empirical Study on the Organizational Trust, Employee-Organization Relationship and Innovative Behavior from the Integrated Perspective of Social Exchange and Organizational Sustainability (2018, background): “, age, gender, organizational tenure, and education) were likely to be related to employee innovative behavior [64].”
Microfoundations of Organizational Paradox: The Problem Is How We Think about the Problem (2017, background): “Research indicates that engagement in creative processes could, at some level, have detrimental effects on in-role job performance (Zhang & Bartol, 2010), and that focusing on routine work can impede innovation (Andriopoulos & Lewis, 2009).”
Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, result): “…our research context may help us to “ control for confounding variables across companies and across industries, ” there are caveats when generalizing our results to other industries (Zhang & Bartol, 2010, p. 870), as the retail industry is known for its rapid turnover rate and on-going changes.”
Exploring Managerial Mechanisms that Influence Innovative Work Behaviour: Comparing private and public employees (2014, methodology): “This is important because intrinsic motivation is regarded as a necessary condition for innovative work behaviour (Baer et al. 2003; Grant and Berry 2011; Zhang and Bartol 2010a).”
Intrinsic Motivation and Creativity Related to Product: A Meta-analysis of the Studies Published Between 1990–2010 (2013, background): “One case of sample and measurement duplication was found (i.e., Zhang & Bartol, 2010a, 2010b), but only the first study was included in the meta-analysis.”
A Critical Analysis of the Workplace Creativity Criterion Space (2012, background): “To demonstrate construct validity, each indicator of each behavior would map onto its specific latent construct, and these latent constructs would then form the higher order latent construct of CPBs (e.g., Binnewies et al., 2007; Zhang & Bartol, 2010a, 2010b).”
Who thinks they're a big fish in a small pond and why does it matter? A meta-analysis of perceived overqualification (2017, background): “Engaging in such creative processes requires the use of one's finite attentional capacity (Kahneman, 1973) that is needed for performance in other aspects of one's job (e.g., task performance; Zhang & Bartol, 2010).”
Creative and innovative performance: a meta-analysis of relationships with task, citizenship, and counterproductive job performance dimensions (2016, background): “As referenced earlier, CIP occurs as a result of creative processes, such as idea generation (Zang & Bartol, 2010a, 2010b).”
Leader–member exchange (LMX), job autonomy, and creative work involvement (2012, background): “…leader and follower traits (Tierney, Farmer, & Graen, 1999; Zhou & George, 2003), transformational leadership (e.g., Jaussi & Dionne, 2003; Jung, Chow, & Wu, 2003; Sosik, Kahai, & Avolio, 1998), benevolent leadership (Wang & Cheng, 2010), and empowering leadership (Zhang & Bartol, 2010a).”