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Book part
Publication date: 17 September 2020

Joseph R. Priester and Monique A. Fleming

The phenomenon of creativity spans research topics across Marketing and Consumer Behavior. Interest in, and research on, creativity has grown over the past several…

Abstract

The phenomenon of creativity spans research topics across Marketing and Consumer Behavior. Interest in, and research on, creativity has grown over the past several decades. With this heightened attention comes the question of how best to conceptualize and measure creativity. This question is addressed by reviewing the conceptualizations and measures used in the psychological study of creativity. From this review, we build a framework by which to analyze papers from the Journal of Consumer Research and the Journal of Marketing Research. Based upon this analysis, we provide recommendations and best practices for future research. Of particular importance, we recommend the use of convergent problem-solving tasks in combination with ratings of novelty and usefulness reported separately. Such measures allow one to distinguish between instances of effective-creativity (when an idea is both novel and useful) and instances of quasi-creativity (when an idea is novel but lacks usefulness). The importance of the framework to research and analysis beyond the experimental paradigm is discussed.

Details

Continuing to Broaden the Marketing Concept
Type: Book
ISBN: 978-1-78754-824-4

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Article
Publication date: 1 September 2004

Scott David Williams

Divergent thinking is an integral process in creativity. This study presents and tests an interactionist, divergentthinking based model of individual creativity in…

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Abstract

Divergent thinking is an integral process in creativity. This study presents and tests an interactionist, divergentthinking based model of individual creativity in organizations. Openness to experience is a personality trait that relates to divergent thinking and, therefore, is hypothesized to be related to creative performance in organizations. The effects of openness to experience are likely to be partially mediated by an individual's attitude toward divergent thinking (ATDT). Some individuals do not care to engage in divergent thinking, and researchers have asserted that negative ATDT is an impediment to individual creativity in organizations. However, the empirical link between one's ATDT and one's creative performance has yet to be demonstrated. Contextual factors also influence creative attitudes and behavior. ATDT is also likely to be influenced by one's supervisor's attitude. The amount of structure that supervisors initiate for their subordinates is likely to have a direct, negative effect on subordinates' divergent thinking, and may also affect divergent thinking indirectly by influencing subordinates’ ATDT. Results generally support the model. Openness to experience and ATDT are positively associated with employees' creative performance. In addition, some support is provided for a negative relationship between initiating structure and subordinates’ ATDT.

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European Journal of Innovation Management, vol. 7 no. 3
Type: Research Article
ISSN: 1460-1060

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Book part
Publication date: 27 June 2015

Emmanuel M. Kalargiros and Michael R. Manning

This chapter attempts to elucidate the important role that divergent thinking plays in organizational creativity, innovation, and change. We define brainstorming as a…

Abstract

This chapter attempts to elucidate the important role that divergent thinking plays in organizational creativity, innovation, and change. We define brainstorming as a systematized method of divergent thinking, review this literature, and advocate for the strategic use of brainstorming to enhance creativity and innovation. We identify contradictory findings in the research literature that have led practitioners and researchers to disregard brainstorming techniques. We suggest that cultural forces embedded in organizations may prevent divergent thinking and brainstorming from becoming established normative organizational processes, thus hampering organizations’ potential for change and innovation. The chapter closes by putting divergent thinking and brainstorming in perspective and provides guidelines for its use.

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Research in Organizational Change and Development
Type: Book
ISBN: 978-1-78560-018-0

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Article
Publication date: 8 June 2015

Nils Myszkowski, Martin Storme, Andrés Davila and Todd Lubart

The purpose of this paper is to provide new elements to understand, measure and predict managerial creativity. More specifically, based on new approaches to creative…

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Abstract

Purpose

The purpose of this paper is to provide new elements to understand, measure and predict managerial creativity. More specifically, based on new approaches to creative potential (Lubart et al., 2011), this study proposes to distinguish two aspects of managerial creative problem solving: divergent-exploratory thinking, in which managers try to generate several new solutions to a problem; and convergent-integrative thinking, in which managers select and elaborate one creative solution.

Design/methodology/approach

In this study, personality is examined as a predictor of managerial creative problem solving: On one hand, based on previous research on general divergent thinking (e.g. Ma, 2009), it is hypothesized that managerial divergent thinking is predicted by high openness to experience and low agreeableness. On the other hand, because efficient people management involves generating satisfying and trustful social interactions, it is hypothesized that convergent-integrative thinking ability is predicted by high agreeableness. In all, 137 adult participants completed two divergent-exploratory thinking managerial tasks and two convergent-integrative thinking managerial task and the Big Five Inventory (John and Srivastava, 1999).

Findings

As expected, divergent-exploratory thinking was predicted by openness to experience (r=0.21; p<0.05) and agreeableness (r=−0.22; p<0.05) and the convergent-integrative thinking part of managerial creative problem solving was predicted by agreeableness (r=0.28; p<0.001).

Originality/value

Contrary to most research on managerial creativity (e.g. Scratchley and Hakstian, 2001), the study focuses (and provides measure guidelines) on both divergent and convergent thinking dimensions of creative potential. This study replicates and extends previous results regarding the link between personality (especially agreeableness) and managerial creativity.

Details

Journal of Management Development, vol. 34 no. 6
Type: Research Article
ISSN: 0262-1711

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Book part
Publication date: 9 November 2009

Elaine M. Wong, Laura J. Kray, Adam D. Galinsky and Keith D. Markman

A growing literature has recognized the importance of mental simulation (e.g., imagining alternatives to reality) in sparking creativity. In this chapter, we examine how…

Abstract

A growing literature has recognized the importance of mental simulation (e.g., imagining alternatives to reality) in sparking creativity. In this chapter, we examine how counterfactual thinking, or imagining alternatives to past outcomes, affects group creativity. We explore these effects by articulating a model that considers the influence of counterfactual thinking on both the cognitive and social processes known to impact group creative performance. With this framework, we aim to stimulate research on group creativity from a counterfactual perspective.

Details

Creativity in Groups
Type: Book
ISBN: 978-1-84950-583-3

Article
Publication date: 7 October 2014

Elizabeth Ruth Wilson and Leigh L. Thompson

The purpose of this article is to outline ways in which the large body of empirical work on creativity can meaningfully inform negotiation. In doing so, two general…

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Abstract

Purpose

The purpose of this article is to outline ways in which the large body of empirical work on creativity can meaningfully inform negotiation. In doing so, two general streams of creativity research and their implications for negotiation theory and empirical analysis are considered. Negotiation pundits advise that negotiators should engage in creative problem-solving to craft integrative agreements, and it is widely believed by both negotiation theorists and practitioners that “out-of-the-box” thinking and creative idea generation are necessary for win–win negotiation. Although practitioners have strongly encouraged parties to engage in creative problem-solving, there are remarkably few empirical investigations of creative thinking, brainstorming and other idea-generation methods in negotiation.

Design/methodology/approach

First, creativity as a trait is considered and the relationship between individual differences in creativity and negotiation performance is examined. Then, creative thinking as a causal factor is examined and how it may influence the negotiation process and outcomes is suggested. Finally, three considerations for further integrating creativity and negotiation research are suggested: communication media, idea-generation strategies and morality and social motivation.

Findings

A literature review revealed four studies that have empirically tested the influence of trait creativity on negotiation performance. Even less research has manipulated creative thinking or training to analyze creativity as a causal factor of negotiation outcomes.

Originality/value

This research will benefit both creativity and negotiation scholars by suggesting the limited amount of work at their intersection yet the opportunities that exist for further research.

Details

International Journal of Conflict Management, vol. 25 no. 4
Type: Research Article
ISSN: 1044-4068

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Abstract

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How to Evaluate the Effectiveness of a School-Based Intervention: Evaluating the Impact of the Philosophy for Children Programme on Students' Skills
Type: Book
ISBN: 978-1-80043-003-7

Article
Publication date: 16 December 2019

Saurabh Srivastava and Derrick D’Souza

Recently, researchers have highlighted the limited attention that has been devoted to managerial capabilities as micro-foundational elements of absorptive capacity…

Abstract

Purpose

Recently, researchers have highlighted the limited attention that has been devoted to managerial capabilities as micro-foundational elements of absorptive capacity. Strategic thinking is one such managerial capability that guides managers during the development of organizational capabilities. The purpose of this paper is to empirically investigate the influence of managerial strategic thinking on the development of absorptive capacity.

Design/methodology/approach

Data were collected using a sample of 324 senior-level and mid-level managers from the software industry. PLS-SEM was used to test the hypothesized relationships.

Findings

Study results indicate that managerial strategic thinking is positively related to absorptive capacity, as well as to each of its four components – acquisition, assimilation, transformation and exploitation.

Originality/value

The current study adopts a micro-foundations perspective and delves into the development and orchestration of organizational capabilities. This study is the first to empirically investigate the relationship between managerial strategic thinking and absorptive capacity. Prior literature on absorptive capacity has focused on its influence on phenomena that are downstream to absorptive capacity, e.g. innovation, new product development and firm performance. The research offers new insights into the relationship between absorptive capacity and managerial strategic thinking, a hitherto unexplored upstream phenomenon. Scholars have theorized that managerial strategic thinking plays a pivotal role in managerial decisions, making it a critical factor in developing the absorptive capacity of an organization. The authors believe that the empirical evidence of the theorized relationship offers valuable insights that will aid scholarly research on organizational capabilities.

Details

Journal of Strategy and Management, vol. 13 no. 1
Type: Research Article
ISSN: 1755-425X

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Article
Publication date: 14 October 2019

Saurabh Srivastava and Derrick E. D’Souza

The purpose of the study is to investigate whether the alignment between organizational capabilities is idiosyncratic to an organization or a predictable pattern of…

Abstract

Purpose

The purpose of the study is to investigate whether the alignment between organizational capabilities is idiosyncratic to an organization or a predictable pattern of alignments can be identified across organizations.

Design/methodology/approach

Survey design is used to collect data from upper- and mid-level managers of organizations operating in the software industry. A total of 219 responses are used to test the study hypotheses. Partial least squares structural equation modeling and regression analysis are used for data analysis and hypotheses testing.

Findings

Results suggest that the alignment between strategic thinking and absorptive capacity is different for organizations with a prospector-type strategic orientation compared to organizations with other types (defenders and analyzers) of strategic orientations. The study also finds that the pattern of alignment holds for each dimension of absorptive capacity.

Originality/value

There is limited research on the alignment between the three types of organizational capabilities (metaphysical, dynamic and ordinary). This may have transcended from arguments that if organizational capabilities are truly idiosyncratic, they should not be expected to follow a predictable pattern of alignments across organizations. To the best of the authors’ knowledge, this study is the first to empirically investigate and provide evidence that the alignment between organizational capabilities is contingent on the strategic orientation of the organizations. The findings offer hope for the development of a generalizable theory of organizational capability alignment in organizations.

Details

Management Research Review, vol. 43 no. 3
Type: Research Article
ISSN: 2040-8269

Keywords

Abstract

Details

How to Evaluate the Effectiveness of a School-Based Intervention: Evaluating the Impact of the Philosophy for Children Programme on Students' Skills
Type: Book
ISBN: 978-1-80043-003-7

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