組織創(chuàng)新英文文獻(xiàn)綜述課件

1、Innovation and Creativity in Organizations: A State-of-the-Science Review, Prospective Commentary, and Guiding FrameworkNeil Anderson Brunel UniversityKristina Potonik University of EdinburghJing Zhou Rice UniversityJournal of ManagementJuly 20141 Innovation and Creativity in O1.The integrative defi

2、nition2.Theoretical Perspectives3.Levels-of-Analysis Framework4.Measurement Issues5.Directions for Future ResearchStructure:2 1.The integrative definitionSt1.The integrative definitionThe creativity refers to ideas generationThe innovation refers to implementing ideasCreativity and innovation can oc

3、cur at the level of the individual, work team, organization, or at more than one of these levels combined.true novel and relative novelCreativity is often seen as the first step of innovationthe terms role innovation and innovative behavior3 1.The integrative definitionTh2.Theoretical PerspectivesCo

4、mponential Theory of Organizational Creativity and InnovationModel of Individual Creative ActionInteractionist Perspective of Organizational CreativityTheorizing on Cultural Differences and CreativityFour-Factor Theory of Team Climate for InnovationAmbidexterity Theory4 2.Theoretical Perspectives4 C

5、omponential Theory of Organizational Creativity and Innovationwork environmentscomponents creativityexpertise skillintrinsic motivationmotivation resources practices(emprically)5 Componential Theory of OrganizInteractionist Perspective of Organizational Creativity a complex interaction between the i

6、ndividual and work situation at different levels of organization the individual level: antecedent conditions cognitive style personality contextual influencesthe team level: the group members group characteristics team processes contextual influencesthe organizational level: a function of both indiv

7、idual and group creativity6 Interactionist Perspective of Model of Individual Creative ActionIndividual creativesensemakingmotivationknowledgegoals receptivity beliefs capability beliefs emotions7 Model of Individual Creative ATheorizing on Cultural Differences and Creativity Different cultures has

8、significant implications for creativity.paternalistic organizational controlHow organizational control affects team creativity Cultural diversity promotes divergence in teams, and divergence leads to creativity 8 Theorizing on Cultural DiffereFour-Factor Theory of Team Climate for Innovationvision:u

9、nderstandable, valued, and accepted participative safety:without being judged or criticizedtask orientation:debate and discussionsupport for innovationreceived support from both primary and more recently from meta-analytic studies 9 Four-Factor Theory of Team CliAmbidexterity Theoryexplain the proce

10、ss of managing conflicting demands at multiple organizational levels to successfully innovate.( active management and self-regulatory processes ) this perspective holds potential for future studies, most notably into leadership effects in innovation processes10 Ambidexterity Theoryexplain thSummary

11、emphasize the role of different determinants of either idea generation or the implementation of ideas centers either on the first step or on the second step of the innovation process ;some put more emphasis on the team level or the individual levelbold multilevel designs to explore factors implicate

12、d in both creativity and innovation across multiple levels of analyses11 Summary emphasize the role of 3.Levels-of-Analysis FrameworkIndividual Level of AnalysisTeam Level of AnalysisOrganizational Level of Analysis Multilevel Research12 3.Levels-of-Analysis Frameworkindividual factorstask contextss

13、ocial contextsIndividual Level of Analysis13 individual factorsIndividual Lindividual factorstraits: the Big Five personality dimensions;the complex relation between personality and creativity goal orentation;managers can nurture and promote creativity Goal orientations: learning goal orientation pe

14、rformance orientation mastery orientationvalues:guiding principles in employees lives and affect their goals and actionsthinking styles:intuitive thinking positively, systematic thinking negatively(idea suggestion). Both negatively (idea implementation.) self-concepts and identity:transformational l

15、eadership self-efficacy multiple identitiesknowledge and abilitiespsychological states:positive and negative moodMotivation14 individual factorstraits: 14 Task ContextsJob complexity and routinizationGoals and job requirements rewards:unsolved puzzles call for more researchSocial ContextsLeadership

16、and supervision:transactional and transformational leadershipCustomer influencesOther social influences: Feedback, evaluation, and justice.Social networks15 Task ContextsJob complexity anSummaryfuture research needs to investigate how context activates or suppresses the manifestation of traits in re

17、lation to creativity and innovation. psychological states rneed greater research attention. identify the full range of individual differences and contextual factors research on cultural patterns of creativity is sparse16 Summaryfuture research needs tTeam Level of Analysisteam structure and composit

18、ion team climate and processesleadership styleSummary: explore other important issues inherent in team innovation pertaining to team climate and leadership as facilitators of work group creativity and innovation 17 Team Level of Analysis17 Organizational Level of Analysismanagement-related factors :

19、human resource practicesknowledge utilization and networksstructure and strategy:more complex structures decentralizedstructures with harmonization or commitment to low power differentiationsizeresourcesculture and climate external environmentinnovation diffusion corporate entrepreneurship:the deman

20、d-side approach overlap organizational innovation18 Organizational Level of AnalysMultilevel ResearchTeam Structure and Individual InnovationTeam Climate and Individual InnovationLeadership and Team/Individual Innovation19 Multilevel ResearchTeam Struct4.Measurement Issuesat the individual and team

21、levels survey-based questionnaires at the organizational level secondary objective data sources（Archival objective data）Creativity Zhou and Georges (2001) instrument (12% of studies), followed by the measures of Oldham and Cummings (1996; 8% of studies) and Tierney, Farmer, and Graen (1999; 6% of studies).Innovation Janssen (2001; 5% of studies), Burpitt and Bigoness (1997; 4% of studies), and Scott and Bruce self-generated self-report measures（ common method bias, percept-percept inflation