組織創(chuàng)新英文文獻(xiàn)綜述

InnovationandCreativityinOrganizations:AState-of-the-ScienceReview,ProspectiveCommentary,andGuidingFrameworkNeilAnderson

BrunelUniversityKristinaPoto?nik

UniversityofEdinburghJingZhou

RiceUniversityJournalofManagementJuly20141.Theintegrativedefinition2.TheoreticalPerspectives3.Levels-of-AnalysisFramework4.MeasurementIssues5.DirectionsforFutureResearchStructure:1.TheintegrativedefinitionThecreativityreferstoideasgenerationThe

innovationreferstoimplementingideasCreativityandinnovationcanoccuratthelevelofthe

individual,workteam,organization,oratmorethanoneoftheselevelscombined.true

novelandrelativenovelCreativityisoftenseenasthefirststepofinnovationthetermsroleinnovationandinnovativebehavior2.TheoreticalPerspectivesComponentialTheoryofOrganizationalCreativityandInnovationModelofIndividualCreativeActionInteractionistPerspectiveofOrganizationalCreativityTheorizingonCulturalDifferencesandCreativityFour-FactorTheoryofTeamClimateforInnovationAmbidexterityTheoryComponentialTheoryofOrganizationalCreativityandInnovationworkenvironmentscomponentscreativityexpertiseskillintrinsicmotivationmotivationresourcespractices(emprically)InteractionistPerspectiveofOrganizationalCreativityacomplexinteractionbetweentheindividualandworksituationatdifferentlevelsoforganizationtheindividuallevel:antecedentconditionscognitivestylepersonalitycontextualinfluencestheteamlevel:thegroupmembersgroupcharacteristicsteamprocessescontextualinfluencestheorganizationallevel:afunctionofbothindividualandgroupcreativityModelofIndividualCreativeActionIndividualcreativesensemakingmotivationknowledgegoals

receptivitybeliefscapabilitybeliefsemotionsTheorizingonCulturalDifferencesandCreativity

Differentcultureshassignificantimplicationsforcreativity.paternalisticorganizationalcontrolHoworganizationalcontrolaffectsteamcreativityCulturaldiversitypromotesdivergenceinteams,anddivergenceleadstocreativity

Four-FactorTheoryofTeamClimatefor

Innovationvision:understandable,valued,andacceptedparticipativesafety:withoutbeingjudgedorcriticizedtaskorientation:debateanddiscussionsupportforinnovationreceivedsupportfrombothprimaryandmorerecentlyfrommeta-analyticstudies

AmbidexterityTheoryexplaintheprocessofmanagingconflictingdemandsatmultipleorganizationallevelstosuccessfullyinnovate.(activemanagementandself-regulatoryprocesses)thisperspective

holdspotentialforfuturestudies,mostnotablyintoleadershipeffectsininnovationprocessesSummary

emphasizetheroleofdifferentdeterminantsofeitherideagenerationortheimplementationofideas

centerseitheronthefirststep

oronthesecondstepoftheinnovationprocess;someputmoreemphasisontheteamlevelortheindividuallevelboldmultileveldesignstoexplorefactorsimplicatedinbothcreativityandinnovationacrossmultiplelevelsofanalyses3.Levels-of-Analysis

FrameworkIndividualLevelofAnalysisTeamLevelofAnalysisOrganizationalLevelofAnalysisMultilevelResearchindividualfactorstaskcontextssocialcontextsIndividualLevelofAnalysisindividualfactorstraits:theBigFivepersonalitydimensions;thecomplexrelationbetweenpersonalityandcreativitygoalorentation;managerscannurtureandpromotecreativityGoalorientations:learninggoalorientationperformanceorientationmasteryorientationvalues:guidingprinciplesinemployees’livesandaffecttheirgoalsandactionsthinkingstyles:intuitivethinkingpositively,systematicthinkingnegatively(ideasuggestion).Bothnegatively(ideaimplementation.)self-conceptsand

identity:transformationalleadershipself-efficacymultipleidentitiesknowledgeandabilitiespsychologicalstates:positiveandnegativemoodMotivationTaskContextsJobcomplexityandroutinizationGoalsandjobrequirementsrewards:unsolvedpuzzlescallformoreresearchSocialContextsLeadershipandsupervision:transactionalandtransformationalleadershipCustomerinfluencesOthersocialinfluences:Feedback,evaluation,andjustice.SocialnetworksSummaryfutureresearchneedstoinvestigatehowcontextactivatesorsuppressesthemanifestationoftraitsinrelationtocreativityandinnovation.psychologicalstatesrneedgreaterresearchattention.

identifythefullrangeofindividualdifferencesandcontextualfactorsresearchonculturalpatternsofcreativityissparseTeamLevelofAnalysisteamstructureandcomposition

team

climateandprocessesleadershipstyleSummary:exploreotherimportantissuesinherentinteaminnovationpertainingtoteamclimateandleadershipas

facilitatorsofworkgroupcreativityandinnovation

OrganizationalLevelofAnalysismanagement-relatedfactors:humanresourcepracticesknowledgeutilizationandnetworksstructureandstrategy:morecomplexstructuresdecentralizedstructureswithharmonizationorcommitmenttolowpowerdifferentiationsizeresourcescultureandclimateexternalenvironmentinnovationdiffusioncorporateentrepreneurship:thedemand-sideapproachoverlaporganizationalinnovationMultilevelResearchTeamStructureandIndividualInnovationTeamClimateandIndividualInnovationLeadershipandTeam/IndividualInnovation4.MeasurementIssuesattheindividualandteamlevels——survey-basedquestionnairesattheorganizationallevel——secondaryobjectivedatasources（Archivalobjectivedata）Creativity——ZhouandGeorge’s(2001)instrument(12%ofstudies),followedbythemeasuresofOldhamandCummings(1996;8%ofstudies)andTierney,Farmer,andGraen(1999;6%ofstudies).Innovation——Janssen(2001;5%ofstudies),BurpittandBigoness(1997;4%ofstudies),andScottandBruceself-generatedself-reportmeasures（commonmethodbias,p