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Creativity itself does not necessarily lead to idea implementation. The purpose of this paper is to deeply understand the impact of the individual culture value orientation on employees’ motivation on whether they want to push creative ideas into implementation.

In this study, drawing on socially desirable responding (SDR) theory, the author reasons that individual value on power distance and superficial harmony and that these two factors interact to influence employees transform their creativity into implementation. The author argues that prevalence of the failure where creativity cannot be transformed into implementation results from the lack of understanding for two elusive individual culture value orientations: individual superficial harmony orientations (ISHO) and individual power distance orientations (IPDO). Data from 66 middle managers and 301 members of five high-tech firms provide a considerable support for the hypothesized model.

The results showed that individuals were able to improve the possibility of putting their creative ideas into practice when they are both lower in IPDO and ISHO.

Such findings help the author to understand how individual cultural value orientation complements each other to generate joint impact on the relationship between their creative ideas to idea implementation.

This study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the cross-level moderating role of team territory climate.

Data were collected from universities, 52 (R&D) teams in China via a two-wave survey. The final sample contained 209 team members and their immediate supervisors. Hierarchical linear modeling was used to test hypotheses.

The results indicated that individuals’ knowledge-hiding behavior had a significantly negative impact on idea implementation and creative process engagement, which played a mediating role. Team territorial climate played a cross-level moderating role between knowledge hiding and idea implementation. If team territorial climate was at a high level, then the negative connection between knowledge hiding and idea implementation would be weaker.

Under the perspective of territorial behavior in Chinese cultural, it can help to distinguish territorial behavior and be preventive at individual and team levels. This study not only enables managers to clearly understand the precipitating factors of idea implementation but also provides constructive strategies for alleviating the negative effects of knowledge territoriality on creative process engagement and idea implementation.

This study constructs a cross-level model to explore the relationship among knowledge hiding, creative process engagement and idea implementation at individual and team levels in the context of Chinese R&D enterprises. Additionally, the study analyzes the influence of territoriality on idea implementation under boundary conditions.

This study aims to explore the transmission mechanism of individual idea generation on team idea implementation and elucidate the relationships among team knowledge territoriality, team information exchange and team trust, which can better improve team knowledge sharing, decrease individual knowledge hiding or territoriality and assist the team in solving the predicament of idea implementation.

The data were collected by the paired method from 56 Chinese companies’ R&D teams, which comprised 356 valid samples. Besides, structure equitation modeling and hierarchical linear modeling were used to test the hypotheses.

Team knowledge territoriality had a significant positive impact on individual idea generation, team information exchange and team idea implementation. Team information exchange mediated the relationship between team knowledge territoriality and team idea implementation. Moreover, team information exchange positively moderated the relationship between team knowledge territoriality and individual idea generation. Furthermore, the relationship between individual idea generation and team idea implementation was mediated by team trust.

This study augments the theoretical research of territoriality and innovation process. From the viewpoint of knowledge territoriality to describe the coexistence of knowledge sharing and knowledge hiding in the organization, this study reveals the influence mechanism of team knowledge territoriality on team innovation process. Overall, this study provides empirical support that team territoriality can weaken the adverse impact of individual territoriality on innovation to a certain extent.

This paper uses a combination of organisation theory, gender theory and the work environment to study the generation and implementation of new ideas in organisations. How do employees' perceptions of organisational structure and the work environment affect idea generation and implementation, and how does gender moderate this relationship?

The study develops and tests a structural equation model using data from a survey of a large Norwegian energy corporation. Survey items are measured using five-point scales and show good internal consistency levels. Exploratory factor analyses are used to ensure internal consistency, and confirmatory factor analyses are used to assess the fit of the model. Convergent and discriminant validity tests are also performed. Common method bias and invariance are evaluated across the female and male samples.

The theoretical model had a better fit for the male sample than the female sample, indicating that men's innovations were better captured than women's. The relationship between creativity and implementation is moderated by gender: women's ideas are not implemented to the same degree as men's. Work pressure has a positive effect on creativity; support from colleagues affects both idea generation and implementation, though support from managers does not.

The study has the usual limitations of cross-sectional surveys. The findings confirm that the two phases of the innovation process (idea generation and implementation) depend on similar intrinsic motivational factors in the work environment. However, implementing ideas also depends on decision-making authority.

Managers should be aware of how to increase innovative potential among employees. Employees should be given decision-making authority and work in an environment with supportive colleagues. The gendered findings in the study indicate that more attention should be paid to women's innovations in male-dominated corporations.

The study integrates research from disciplines that traditionally do not communicate into one theoretical framework to explore the conditions for employee-driven innovation. The findings highlight the need for developing gender-neutral innovation measures and understanding context-embedding innovation processes.

Although idea implementation is a praised useful resource, the psychological and behavioral costs that employees may pay for idea implementation are rarely discussed. This study aims to examine the buffer effect of intrinsic interest on dark side of idea implementation.

Based on the conservation of resources theory, this study tested hypotheses with a multi-wave survey study of four information technology companies in China.

First, idea implementation increased emotional exhaustion. Second, emotional exhaustion mediated the relationship between employee idea implementation and negative workplace gossip about a leader. Third, intrinsic interest negatively moderated the relationship between idea implementation and emotional exhaustion. Fourth, idea implementation increased workplace negative gossip about a leader as a result of increased emotional exhaustion when intrinsic interest was low.

These findings are conducive to further understanding of the psychological mechanism and boundary condition of the negative impact of idea implementation. It provides practical guidance for buffering the dark side of idea implementation and effectively controlling the workplace negative gossip in the workplace.

This paper aims to investigate relationship conflicts and creative idea endorsement to develop the understanding of managerial reactions towards ideas of those who develop relationship conflicts with managers/supervisors at work. Taking a contingency perspective, the authors also investigated role subordinates’ political skills and implementation instrumentality play in determining supervisors’ endorsement of subordinates’ creative ideas.

The authors used two sources of data collected from 243 subordinates and their respective 41 supervisors of a multinational software company operating in an emerging economy (Pakistan) and analyzed the hypothesized model with Mplus using random coefficient modeling.

With this research, the authors contributed to management literature by investigating how the effects of relationship conflicts on creative idea endorsement depend on subordinates’ political skills and implementation instrumentality. They postulate a negative relationship between relationship conflict and creative ideas endorsement and predict that this negative relationship is augmented by subordinates’ implementation instrumentality but attenuated by subordinates’ political skills. They also give directions to decision makers in organizations that they must inform the managers/supervisors about negative effects of their relationship conflict with their subordinates and train supervisors and subordinates about reducing their relationship conflicts with each other for mutual benefits.

Organizations should take a relationship perspective when creating an environment for creativity: an environment based on mutual trust and respect so that exchange relationships can foster. With this research, the authors extended the list of potential detriment associated with relationship conflicts, that is the endorsement of creative ideas by supervisors. The authors also extended creativity literature by investigating social relationships for selection-focused creativity (idea endorsement) instead of variance-focused creativity (idea generation).

Building on the territoriality perspective and innovation process theory, to the purpose of this study is to investigate the mechanism of transmission and influence of knowledge territorial behavior congruence on innovation process, which provides theoretical implications for innovative teams to execute territoriality management and create a constructive knowledge sharing climate and platform for sustainable innovation of individuals and organizations.

The data were collected by the paired method from 311 creative R&D members. In addition, polynomial regressions and response surface method were adopted to test the hypotheses.

The more congruent the marking behavior and defensive behavior were, the higher the creative idea generation and idea implementation became. The congruence of “high marking high defensive behavior” was more conducive to triggering creative idea generation and promoting idea implementation. Compared with the incongruence of “low marking high defensive behavior,” the incongruence of “high marking low defensive behavior” was more conducive to stimulating creative idea generation. However, there was no significant difference in the incongruence effect of marking defensive behavior on idea implementation. In addition, creative idea generation mediated the relationship between knowledge territorial behavior congruence and idea implementation. Furthermore, team territorial climate moderated the relationship between knowledge territorial behavior congruence and creative idea generation.

The study highlights the theoretical research of territoriality and innovation process. By deconstructing the relationship between the territorial behavior congruence and the innovation process, this study establishes that the congruence and incongruence of the marking defensive behavior in knowledge territoriality exerts different effects on creative idea generation and idea implementation.

The study aims to identify novel open-access institutional repository (OAIR) implementation barriers and explain how they evolve. It also aims to extend theoretical insights into the information technology (IT) implementation literature.

The study adopted the interpretive philosophy, the inductive research approach and qualitative case study research method. Three Nigerian universities served as the case research contexts. The unstructured in-depth interview and the participatory observation were adopted as the data collection instruments. The qualitative data collected were analysed using thematic data analysis technique.

Findings show that IR implementation barriers evolved from global, organisational and individual implementation levels in the research contexts. Results specifically reveal how easy access to ideas and information and easy movement of people across international boundaries constituted globalisation trend-driven OAIR implementation barriers given their influence on OAIR implementation activities at the organisational and individual implementation levels. The two factors led to overambitious craving for information technology (IT) implementation and inadequate OAIR implementation success factors at the organisational level in the research contexts. They also led to conflicting IR implementation ideas and information at the individual level in the research contexts.

The primary limitation of the research is the adoption of qualitative case study research method which makes its findings not generalisable. The study comprised only three Nigerian universities. However, the study provides plausible insights that explain how OAIR implementation barriers emanate at the organisational and individual levels due to two globalisation trends: easy access to ideas and information and easy movement of people across international boundaries.

The study points out the need for OAIR implementers to assess how easy access to information and ideas and easy movement of people across international boundaries influence the evolution of conflicting OAIR implementation ideas and information at the individual level, and overambitious craving for IT implementation and setting inadequate OAIR implementation success factors at the organisational level. The study extends views in past studies that propose that OAIR implementation barriers only emanate at organisational and individual levels, that is, only within universities involved in OAIR implementation and among individuals working in the universities.

The study argues that OAIR implementation consists of three implementation levels: individual, organisational and global. It provides stakeholders with the information that there is a third OAIR implementation level.

Data validity, sample validity and novel findings are the hallmarks of the study's originality. Study data consist of first-hand experiences and information derived during participatory observation and in-depth interviews with research participants. The participants were purposively selected, given their participation in OAIR implementation in the research contexts. Study findings on the connections among global, organisational and individual OAIR implementation levels and how their relationships lead to OAIR implementation barriers are novel.

As other researchers have done previously, we conceptualize innovation not as a linear process but as a cyclical one (e.g., Van de Ven, Polley, Garud, & Venkataraman, 1999), which consist periods of innovation initiation, implementation, adaptation, and stabilization (West, 1990). Within this cycle it is possible to distinguish two major components: the beginning of the cycle, which is dominated by the generation of ideas that is generally also designated as creativity; whereas the dominant activity at the end of the cycle which is the implementation of ideas (hereafter referred to as the implementation of innovation). Creativity is then likely to be most evident in the early stages of the innovation process, when those in teams are required to develop or offer ideas in response to a perceived need for innovation. Creative thinking is also likely when teams proactively initiate proposals for change and consider their initial implementation. As the innovation is adapted to organizational circumstances, there is less need for creativity. At the outset of the process, creativity dominates, to be superseded later by innovation implementation processes. Of course, it can be argued that creativity is important throughout the innovation process, but in general, the requirements for creative ideas will be greater at the earlier stages of the innovation process than the later stages.

This chapter provides an in-depth understanding of the cognitive processes that facilitate creativity from a multi-level perspective. Because cognitive processes are viewed as residing within the individual and as an individual-level phenomenon, it is not surprising that a plethora of research has focused on various cognitive processes involved in creative production at the individual level and the factors that may facilitate or hinder the successful application of these processes. Of course, individuals do not exist in a vacuum, and many organizations are utilizing teams and groups to facilitate creative problem solving. We therefore extend our knowledge from the individual to the team level and group level, providing more than 50 propositions for testing and discussing their implications for future research.