Query: Creative Requirement: Aneglectedconstructinthestudyof employeecreativity

Candidate papers:

abstract: This study examined the antecedents of an individual's creative self efficacy (CSE) using a sample of 41 semiconductor design teams. Drawing from social cognitive theory, we expected that a dynamic interaction of an individual's learning goal orientation, creativity as a job requirement, and team learning behavior would build CSE. In addition, employing the combinational perspective, we conjectured that consistency among the three antecedents would enhance CSE, and subsequently, creative performance. As predicted, results showed that effects of learning goal orientation and job requirement on CSE were subject to other members' learning behavior. A significant three way interaction supported the position that individual contextual congruence facilitates the development of CSE, while incongruence of these factors impedes such development. Implications for theory and human resource practices are discussed in light of these findings. JEL Classification: M54, O32
author_names: Hao Kong

Warren C K Chiu

Humphrey Kw Leung
title: Building creative self efficacy via learning goal orientation, creativity job requirement, and team learning behavior: The key to employee creativity
year: 2019

abstract: We identify the creative requirement of a job as a neglected predictor of employee creativity and propose that it may account for relationships between traditional work factors and creativity. As such, it may represent a more effective means of increasing creativity than changes in job design. Using structural equation modeling, we tested this model against four competing models using a sample of 1,083 health service employees. Creative requirement was found to account for much of the variance by fully mediating the effects of supportive leadership and role requirements and partially mediating those of empowerment and time demands. We conclude that creative requirement is an important proximal determinant of employee creativity and a potentially significant intervention.
author_names: Kerrie L Unsworth

Toby D Wall

Angela J Carter
title: Creative Requirement
year: 2005

abstract: We identify the creative requirement of a job as a neglected predictor of employee creativity and propose that it may account for relationships between traditional work factors and creativity. As such, it may represent a more effective means of increasing creativity than changes in job design. Using structural equation modeling, we tested this model against four competing models, using a sample of 1083 health service employees. Creative requirement was found to account for much of the variance by fully mediating the effects of supportive leadership and role requirements and partially mediating those of empowerment and time demands. We conclude that creative requirement is an important proximal determinant of employee creativity and a potentially significant intervention.
author_names: Kerrie L Unsworth

Toby D Wall

Angela J Carter
title: Creative Requirement: A Neglected Construct in the Study of Employee Creativity?
year: 2005

abstract: Training of professional personnel always takes place on a certain territory. But results of creative personnel's work go beyond the boundaries of a particular city and extend to a considerable space, for example, the space of urban agglomerations or inter regional agglomerated space. There is a negative trend in the desire of creative people to choose a large city with an atmosphere of creativity and the need of the territory of the metropolitan area for creative personnel as a place of residency and work. Thus, a peculiar creative inequality occurs on a certain territory. The spatial distribution of creative personnel in Russia is manifested in the concentration of elements of the creative economy primarily in the European part of the country. It is emphasized that the accelerated development of creative economy is possible through the creation of a specific creative spatial cluster, which emerges on the basis of nearby agglomerations with different levels of creative appeal. Implementation of creative component of the innovation process imposes certain requirements on the real and potential subject of innovation. Novelty of the research lies in the development of methods for the gradual assessment of an employee's creativity level: the definition of the employee category to be assessed; the definition of a set of indicators reflecting the employee's creativity; the determination of each indicator's weight, based on the method of expert assessment; the integral assessment of creativity level according to the author's method, which was tested and which displayed the possibility of its use. (c) 2019 Published by Future Academy www.FutureAcademy.org.UK
author_names: L L Zobova
title: Training Of Professionals For Creative Economy In Agglomeration
year: 2019

abstract: Over the years, researchers have focused on ways to facilitate creativity in the workplace by looking at individual factors and organizational factors that affect employee creativity (Woodman, Sawyer, Griffin, 1993) In many cases, the factors that affect creativity are examined independently. In other words, it is uncommon for researchers to look at the interaction among individual and organizational factors. In this study, it is argued that to get a true understanding of how to maximize creativity in the workplace, organizational researchers must look at the interaction between organizational factors and individual factors that affect employee creativity. More specifically, the current study looked at an individual's perceptions about his or her ability to be creative (i.e. individual factor) and perceptions of requirements for creativity in the workplace (i.e. an organizational factor) The results indicated that individuals who have a high belief about their ability to be creative (an individual factor) were most creative when they also perceived requirements for creativity in the workplace (an organizational factor) Furthermore, individuals who had low perceptions of creative ability were still able to perform creatively when they had high perceptions of requirements for creativity. This suggests that, to maximize creativity, organizations should focus on both individual and organizational factors that affect employee creativity.
author_names: Erika J Robinson-Morral

Roni Reiter-Palmon

J Kaufman
title: The interactive effects of self perceptions and job requirements on creative problem solving
year: 2013

abstract: Employee creativity is very important for enhancing enterprise innovation ability to seize the opportunity in fierce competition. Based on the componential theory of creativity, this paper explores the influence of creativity relevant skills on creativity through the transmission mechanism with Chinese characteristics. It has been found that creativity relevant skills promote creativity has a dual path by enhancing creativity role identification and weakening mental transformation costs. At the same time, creative job requirement not only significantly regulate the positive and negative relationship between creativity role identity, mental transformation costs and creativity, but also significantly moderated the mediating effect of creativity relevant skills on creativity through creative role identity and mental transformation costs. Managers should clarify the mechanism and focus on improving their creativity relevant skills, so as to enhance their overall innovation capability.
author_names: Jianglin Ke
title: The Influence of Creativity Relevant Skill on Creativity A Moderated Mediation Model
year: 2018

abstract: Employee creativity is very important for enhancing enterprise innovation ability to seize the opportunity in fierce competition. Based on the componential theory of creativity, this paper explores the influence of creativity relevant skills on creativity through the transmission mechanism with Chinese characteristics. It has been found that creativity relevant skills promote creativity has a dual path by enhancing creativity role identification and weakening mental transformation costs. At the same time, creative job requirement not only significantly regulate the positive and negative relationship between creativity role identity, mental transformation costs and creativity, but also significantly moderated the mediating effect of creativity relevant skills on creativity through creative role identity and mental transformation costs. Managers should clarify the mechanism and focus on improving their creativity relevant skills, so as to enhance their overall innovation capability. Keywords: creativity relevant skills; creativity role identity; mental transformation costs; creative job requirement; creativity
author_names: Jianglin Ke
title: The Influence of Creativity Relevant Skill on Creativity A Moderated Mediation Model
year: 2018

abstract: Employee creativity and corporate innovation have become important topics in management literature. Because the broadcast industry is dependent upon entertainment to attract viewers and listeners, most radio and television stations are staffed by artistic, creative personnel. These creative employees do not always respond to standard management and motivational techniques. Recent theories focus upon the end product to define creativity. Artists, however, often consider the process of creativity as more important than the final product. A new modified process definition of creativity is suggested in which the artistic concerns of production personnel and the goal oriented business requirements of management combine to form a structured system for creative endeavors. Characteristics of creative people are discussed along with techniques to manage creative personnel.
author_names: Randall K Scott
title: Creative Employees: A Challenge to Managers
year: 1995

abstract: Over twenty years ago, Peters and Waterman posited that the best run companies had simultaneous "loose tight" properties, where the organization is "rigidly controlled, yet at the same time autonomy, entrepreneurship and innovation from the rank and file is encouraged" (1982: 318) More recently, Collins (2001) has suggested that what he terms "great" companies have a "culture of discipline," where rigor and discipline enable creativity and entrepreneurship. This creative duality is expressed in terms of "freedom within a framework" and "opportunistic flexibility." The inference of these widely read examinations of corporate excellence is that corporate control systems play an instrumental role in companies that demonstrate high levels of entrepreneurship. Yet the nature of that role remains unclear. Control systems evolve in companies. The implementation of measures, procedures, systems, and documentation requirements initially brings order, coordination, accountability and efficiency to an otherwise chaotic situation. Without them, quality is inconsistent, schedules are missed, customers are improperly billed, money is wasted, and employees take shortcuts. Simple in the beginning, controls become more sophisticated and complex over time, to the point that they encourage bureaucracy and micro management (Shih and Yong, 2001) Control measures can become ends in themselves, while conveying a lack of employee trust (Morrow et al. 2004) Concerns for strategic effectiveness are replaced by a preoccupation with operational efficiency (Simons, 1995) Thus, Pinchot observes that "many centralized companies with highly sophisticated control systems are, in fact, out of control" (2000: 125) while Govindarajan (1988) has proposed that U.S. firms are not so much over controlled as they are mis controlled. A critical question concerns the relationship between the design and operation of the control system and the level of entrepreneurship exhibited within the organization. On the one hand, control systems provide strategic direction to the innovative efforts of firms, and the efficiencies they produce can free up resources for innovation (Marginson, 2002) Further, they exert discipline over innovative projects in terms of performance benchmarks, schedules, and competition among ideas. On the other hand, it would seem control systems that tightly monitor behavior and resource utilization can serve to undermine employee creativity and the motivation to experiment and take risks (Morris and Kuratko, 2002; Shih and Yong, 2001) Elaborate controls can discourage the kind of bootleg projects, resource bootstrapping, and informal arrangements between departments and units that are frequently associated with corporate entrepreneurship (Pinchot, 2000) They can result in slower decision making, harming the ability of the firm to exploit new opportunities. The purpose of this research is to empirically assess the relationship between control and entrepreneurship in established organizations. Insights from the literature on the nature of control are reviewed, and underlying dimensions of a control system are identified. A series of hypotheses concerning relationships between the components of control and the level of entrepreneurship in a company are proposed. The hypotheses are tested via two surveys directed at cross sections of corporate managers. Implications are drawn for theory and practice. ENTREPRENEURSHIP IN AN ORGANIZATIONAL CONTEXT Stevenson and Jarillo Mossi indicate that "entrepreneurship is a process by which individuals either on their own or inside organizations pursue opportunities without regard to the resources they currently control" (1990: 23) Sathe (2003) defines corporate entrepreneurship as a process of organizational renewal and new business creation. Others have noted that, in a corporate context, entrepreneurial activities revolve around organizational sanctions and resource commitments for the purpose of innovative results (Naman and Slevin, 1993; Zahra and Covin, 1995)
author_names: Michael H Morris

Jeff Allen

Minet Schindehutte

Ramon A Avila
title: Balanced management control systems as a mechanism for achieving corporate entrepreneurship
year: 2006

abstract: Prior research on creativity highlights a conflicting pattern of results. Job complexity and creativity requirements, two contextual variables common in many creative environments, place demands on employees that can have positive and negative effects on employees' creativity by influencing experience of positive affect (PA) We aim to resolve this conflict by drawing upon the job demands resources perspective to propose that emotional intelligence (EI) is a key internal resource employees use in order to respond positively to the demands created by job complexity and creativity requirements. We argue that the EI facet of emotion regulation ability enables employees to better cope with demands, which subsequently leads to higher levels of PA. Furthermore, the EI facet of emotion facilitation ability enables employees to utilize PA for creative outcomes. We test our hypotheses through a multi method (e.g. ability test, experience sampling, survey) and multi source (archival, self reported, manger reported.
author_names: Michael R Parke

Myeong-gu Seo
title: The Emotional Edge: Creativity under Job Complexity and Creativity Requirements
year: 2013