Lucy L Gilson

Datos Biográficos

ID3473545
NOMBRELucy L Gilson
NOMBRESLucy L
APELLIDOGilson
FIRMAGILSON L L
AFILIACIONESUniversity of Connecticut
ORCID0000-0003-0512-3889
VERIFICADOSí
TOTAL DE OBRAS13
TOTAL DE CITAS9
TOTAL COMO AUTOR13
TOTAL COMO EDITOR0
PRIMER AÑO DE PUBLICACIÓN2004
AÑO MÁS RECIENTE DE PUBLICACIÓN2024
ÍNDICE H1

  • Creative self-enhancement in a team context

    Travis Grosser, Lucy L Gilson et al.ARTICLEPsychology of Aesthetics…2024

    Although mounting research has focused on the antecedents to accurate idea evaluation—an important step in the creative process—little attention has been given to the biases that may occur when individuals evaluate their own creativity. This study examines biased creative self-evaluation via the antecedents to creative self-enhancement, defined as an overly positive self-perception of one’s own creative performance. We examine three individual di…

  • Should employees be required to return to the office

    Open AccessCristina B Gibson, Lucy L Gilson et al.ARTICLEOrganizational Dynamics2023

  • Putting the “Team” back into virtual teams

    Open AccessLucy L Gilson, Patrícia Costa et al.ARTICLEOrganizational Dynamics2021

  • Introduction to the Special Issue on Virtual Teams

    Open AccessLucy L Gilson, Thomas A O’Neill et al.ARTICLEOrganizational Dynamics2021

  • Getting to know you

    Open AccessM Travis Maynard, Lucy L GilsonARTICLEOrganizational Dynamics2021

  • Virtual Teams Research

    Open AccessLucy L Gilson, M Travis Maynard et al.ARTICLEJournal of Management2015

    Ten years ago, Martins, Gilson, and Maynard reviewed the emerging virtual team (VT) literature. Given the proliferation of new communication technologies and the increased usage of work teams, it is hardly surprising that the last decade has seen an influx of VT research. In this review, we organize the last 10 years of empirical work around 10 main themes: research design, team inputs, team virtuality, technology, globalization, leadership, medi…

  • Editors’ Comment

    Open AccessLucy L Gilson, Caren B GoldbergARTICLEGroup & Organization Management2015

  • Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research

    Open AccessM Travis Maynard, Lucy L Gilson et al.ARTICLEJournal of Management2012

    In this article, the authors review research that has examined psychological empowerment at various levels of analysis. Specifically, at the individual, team, and organizational levels of analysis, the authors summarize research that has examined both antecedents to psychological empowerment and the various outcomes of empowerment. Similarly, they discuss studies that have considered the multilevel relationships of psychological empowerment. In a…

  • Something(s) old and something(s) new

    Open AccessM Travis Maynard, John E Mathieu et al.ARTICLEJournal of Organizational Behavior2012Citada por: 9Referencias: 9

    We developed and tested a model that bridges existing team effectiveness theory with new ideas aimed at understanding the complexity of multiple team membership and virtuality. Using a sample of 60 global, virtual supply teams from a large multi‐national organization, we propose that even for new team configurations, transactive memory systems and preparation activities are critical for effectiveness. We also examined the association between memb…

  • Interactive Effects of Growth Need Strength, Work Context, and Job Complexity On Self-Reported Creative Performance

    Christina E Shalley, Lucy L Gilson et al.ARTICLEAcademy of Management Journal2009

    We propose that “growth need strength” is an important individual factor for employees' creative performance. Using an interactionist perspective, we examine the relationship between growth need strength and a supportive work context on self-reported creativity across a wide range of jobs that vary in complexity. Controlling for the effects of individual factors that have been previously linked to creativity (i.e., creative personality, intrinsic…

  • Team Effectiveness 1997-2007

    Open AccessJohn Mathieu, John E Mathieu et al.ARTICLEJournal of Management2008

    The authors review team research that has been conducted over the past 10 years. They discuss the nature of work teams in context and note the substantive differences underlying different types of teams. They then review representative studies that have appeared in the past decade in the context of an enhanced input-process-outcome framework that has evolved into an inputs-mediators-outcome time-sensitive approach. They note what has been learned…

  • An examination of the effects of organizational district and team contexts on team processes and performance

    Open AccessJohn E Mathieu, M Travis Maynard et al.ARTICLEJournal of Organizational Behavior2007Referencias: 13

    We examined the effects of organizational district and team contexts on team processes and performance in a longitudinal cross‐level design. As hypothesized, at the team‐level of analysis, interdependence related positively to team performance as partially mediated by processes. Moreover, a cross‐level mediational relationship was evident between the organizational district‐level openness climate and team performance as fully mediated by team pro…

  • A Little Creativity Goes a Long Way

    Open AccessLucy L Gilson, Christina E ShalleyARTICLEJournal of Management2004

    Using surveys and interview data this research examines teams’ engagement in creative processes. Results of cluster analysis indicated that the more creative teams were those that perceived that their tasks required high levels of creativity, were working on jobs with high task interdependence, were high on shared goals, valued participative problem-solving, and had a climate supportive of creativity. In addition, members of the more creative tea…