Journal Article10.2307/2393481
Innovation and creativity at work::Psychological and organizational strategies
Michael West,James L. Farr +1 more
1.5K
TL;DR: In this article, a review of existing research aims to provide students and researchers with a clear perspective on this aspect of social change, arguing that the introduction of new ways of working can best be understood as a social process in which human reactions are vital in determining the outcome.
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Abstract: This review of existing research aims to provide students and researchers with a clear perspective on this aspect of social change. The book adopts a largely psychological approach, arguing that the introduction of new ways of working can best be understood as a social process in which human reactions are vital in determining the outcome. The book therefore has major implications and recommendations for the human resource management school. The contributors, from Europe and North America, offer insights into innovation and creativity in working life.
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Ambidextrous Leadership and Employees' Self-reported Innovative Performance: The Role of Exploration and Exploitation Behaviors.
TL;DR: The ambidexterity theory of leadership for innovation proposes that leaders' opening and closing behaviors positively predict employees' exploration and exploitation behaviors, respectively, and the interaction of exploration and exploit behaviors, in turn, is assumed to influence employee innovative performance as mentioned in this paper.
Inclusive leadership and innovative work behavior: The role of psychological empowerment
TL;DR: In this paper, the authors explored the relationship between inclusive leadership and innovative work behavior with the mediating role of psychological empowerment and found that inclusive leadership was positively related to innovative work behaviour both directly and indirectly through psychological empowerment.
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Inclusive leadership and team innovation: The role of team voice and performance pressure
TL;DR: In this article, a moderated mediation model was proposed to examine the relationship between inclusive leadership and team innovation, and the results of hierarchical regression analysis from two survey-based field studies in China demonstrated that team voice mediated the relationship and performance pressure moderated the direct relationship between inclusion and team voice and indirect relationship via team voice such that the relationships were stronger when performance pressure was high.
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