Jin Nam Choi
Biographic Data
| ID | 3739752 |
|---|---|
| NAME | Jin Nam Choi |
| GIVEN NAMES | Jin Nam |
| FAMILY NAME | Choi |
| SIGNATURE | CHOI J N |
| AFFILIATIONS | Seoul National University |
| ORCID | 0000-0001-7890-3195 |
| VERIFIED | Yes |
| TOTAL WORKS | 46 |
| TOTAL CITATIONS | 132 |
| AUTHOR COUNT | 46 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2002 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 8 |
Vertical conflict asymmetry between leaders and members: Implications for individual and team creativity
Purpose This study aims to investigate the effects of vertical conflict asymmetry – disparate conflict perceptions between leaders and members – on individual and team creativity. The authors theorize that vertical asymmetry in relationship and task conflict contributes in distinct ways to the creative performance of individual members and the entire team. Design/methodology/approach The authors collected field data from 53 leaders and 153 member…
Coping with negative emotions: Interpersonal effects in organizational settings
Drawing on a social functional account of emotions, we explored how different coping approaches (i. e., suppressing, bursting, and sharing) provide information that coworkers use to form interpersonal perceptions (i. e., perceived warmth and competence), and whether these perceptions, in turn, affect coworkers' behavior toward the target employees (i. e., helping or harming). Our survey data from 139 coworker dyads revealed that different coping …
Make an environmental impact beyond organizational boundaries through green leisure crafting of employees
This study explores the impact of green human resource management (HRM) practices on employees' pro‐environmental behaviors beyond the workplace. To explore this cross‐domain resource transfer process, we draw on self‐determination theory and propose that workplace environmental training can inspire employees to engage in green leisure crafting outside of work, thereby enhancing spontaneous personal green behaviors. In addition, building on perso…
Reciprocated knowledge sharing and individual creative performance
Drawing on the norm of reciprocity from social exchange theory, we proposed that a focal team member's knowledge sharing would predict their own creativity to the extent that other members reciprocate such behaviors. We also expected that the focal member's social values would moderate this reciprocation process. Empirical analysis of data collected from 169 team members and 50 leaders revealed that the relationship between a focal member's knowl…
Angry leaders and coworkers: Cross-cultural evaluation of anger expression through high-status and equal-status roles
Anger expressed in organizations conveys potent social information that influences social perceptions and determines subsequent relationships among employees. The present research examined how cultural contexts and hierarchical structure of a given relationship interact to shape perceptions of anger expression. Conducting a survey on subsidiary employees of a multinational high-tech company, Study 1 showed that employees from the Confucian Asian …
How to Translate Creative Ideas into Innovation?Differential Resources for Proactive and Responsive Team Idea Generation
A core challenge for team innovation is the successful translation of creative ideas into innovation through implementation. This study examines the tension between internal and external team resourcing behaviors that account for how teams translate their creative ideas into implemented innovation. Drawing on conservation of resource theory, we propose that motivational underpinnings of team idea generation predict team resourcing behaviors that …
Multilevel homology and discontinuity of person–group fit on individual and team creativity
We develop a multilevel framework that proposes the main and interactive effects of person-group (PG) fit in values and abilities on creativity at the individual and group levels. Our analysis of field data collected from 738 members comprising 108 work teams provides empirical support for our multilevel model of PG fit. Specifically, ability fit and collective ability fit exhibit consistent positive effects on individual and team creativity, res…
Why and when others reciprocate my knowledge sharing in work teams: Attribution of intention and social values
Knowledge sharing is a fundamental method for transferring expertise among individuals and capitalizing on knowledge resources. In this study we used attribution theory to explore why and when people reciprocate in text context of knowledge sharing. We conducted a field survey of 94 leaders and 334 members of their teams and demonstrated that team members reciprocated knowledge sharing because they attributed the knowledge sharers' intentions to …
Leader status behaviors and team creativity: The role of collective interactions and status conflict among members
By integrating the leadership and status literature, this study explores the intervening mechanisms through which different forms of leader status‐claiming behaviors predict team creativity. We propose that leaders' prestige‐ and dominance‐oriented status behaviors are positively related to supportive and coercive interactions among members, respectively, which in turn predict team creativity. Empirical analysis based on the multisource data of 5…
Do you value or worry about feedback? Tradeoffs between cost and value perceptions and dual feedback‐seeking strategies toward creativity
This study advances the literature by elaborating on how disparate tradeoffs between cost and value perceptions targeted at FSB lead to distinct feedback‐seeking strategies. Specifically, the cost–value framework is employed to explain the emergence of two forms of feedback‐seeking behavior (FSB), namely, inquiry and monitoring. An interplay between the two FSB strategies is also proposed to predict employee creativity. Data collected from 194 in…
Different Moods Lead to Different Creativity: Mediating Roles of Ambiguity Tolerance and Team Identification
The present study examined the effects of workplace mood states on employee creativity. Workplace mood was classified into four categories based on valence and activation to address a recent debate regarding the ambivalent effects of positive and negative moods on creativity and to examine the significance of the activation level of a given mood. To clarify the mood–creativity relationship, the four kinds of moods were proposed to have distinct e…
Visionary leadership effectiveness: Moderating roles of power distance and middle-way thinking
In existing studies on leader effectiveness, scholars have focused on the significance of the power distance orientation of followers for transformational leadership. In this study we identified middle-way thinking as a critical contingency for the effectiveness of leaders in China that reflects idiosyncratic Chinese values. Participants were 304 Chinese employees and their supervisors. Multilevel modeling revealed that middle-way thinking of fol…
To Routinize or Not to Routinize? Employee Task Routinization, Situational Motivation, and Creativity
We addressed previous mixed findings regarding the effects of task routinization on employee creativity. We proposed that task routinization is not a single dimensional construct but that it has 2 dimensions, namely, content and process, which have different motivation and performance implications. Participants were 240 employees from various industries in South Korea. Results of structural equation modeling analyses confirmed that task content r…
Multilevel social predictors of employee feedback-seeking behavior: A cost–benefit perspective
In this study, we examined the two distinct dimensions of feedback-seeking behavior (FSB), namely, feedback-seeking frequency and feedback-seeking breadth. We focused on work team properties and team members’ social characteristics, and identified the multilevel social contextual predictors for each FSB dimension in an organizational team setting. Participants were 187 employees in 45 work teams in various industries in South Korea. Results show …
Reflected self-efficacy and creativity: The power of being recognized by others toward individual creative performance
Reflected self-efficacy, defined as one's perception of how others assess one's ability to perform a task, may be a meaningful predictor of creative performance over and above self-assessed self-efficacy. We examined if reflected self-efficacy, compared to self-assessed self-efficacy, is a more meaningful predictor of creative performance. A sample of 141 Master of Business Administration students completed measures of self-efficacy, reflected se…
Why are we having this innovation? Employee attributions of innovation and implementation behavior
We used attribution theory to explain employee behavior toward innovation implementation. We focused on employee innovation attributions to organizational intentionality as employees' sensemaking of why their organization has adopted an innovation. We identified two types of employee attributions: to constructive intentionality and to deceptive intentionality. We collected data from 397 employees and 84 managers of Chinese and Korean organization…
Distinct effects of intrinsic motivation and extrinsic rewards on radical and incremental creativity: The moderating role of goal orientations
Previous studies have investigated the role of intrinsic motivation and extrinsic rewards in enhancing employee creativity. However, the possibility that these motivational factors affect the creativity of different types remains largely unexplored, particularly in the organizational settings. Moreover, the potential that personality traits may moderate the function of these motivational factors toward creativity is another underresearched area. …
Routinization, free cognitive resources and creativity: The role of individual and contextual contingencies
In job design and creativity literature, challenging and complex jobs drive individual creativity, whereas routinization impedes creative outcomes. This study challenges this prevailing view by exploring the intermediate psychological mechanism and boundary conditions enabling the potential benefits of routinization to foster creativity in organizations. Routinization economizes employees’ use of resources in performing tasks, thereby generating …
Theory of Planned Behavior and Different Forms Of Organizational Change Behavior
Complementing prior research on the macro- and system-focused views of organizational change, we examined microprocesses of change by attending to 3 different forms of change behavior as predicted by the theory of planned behavior (TPB). Data were collected from 193 employee–coworker dyads working in various organizations in South Korea. Results showed that the TPB-based predictors were related to distinct forms of change behavior. Specifically, …
Two facets of conscientiousness and the knowledge sharing dilemmas in the workplace: Contrasting moderating functions of supervisor support and coworker support
This study adopts self‐ and other‐centered approaches to explain how the two facets of conscientiousness (i.e., dutifulness and achievement striving) distinctly resolve knowledge sharing dilemmas among employees. It also explores how the critical social surroundings of employees (i.e., supervisor support and coworker support) neutralize or activate the effects of dutifulness and achievement striving on knowledge‐sharing behavior. Our analysis of …
Overtime work as the antecedent of employee satisfaction, firm productivity, and innovation
Overtime work has been blamed for the deterioration of employee satisfaction and productivity. However, the organization‐level implications of overtime work as a normative expectation remain unclear. In this study, such effects were analyzed through human capital theory and a causal attribution approach. Various organizational outcomes and boundary conditions were explored in explaining these implications. The analysis of time lagged data from 27…
Tired of innovations? Learned helplessness and fatigue in the context of continuous streams of innovation implementation
The business environment faced by contemporary organizations is highly uncertain and constantly changing. Thus, organizations have adopted and implemented a continuous stream of innovations to achieve sustainable growth and survival. Considering the demand for additional resources to implement innovations, the present study explores organizational conditions that may lead to innovation‐targeted burnout and fatigue among employees, which impede th…
Does Customer Value Creation Behavior Drive Customer Well-being
To address the potential ambivalent effects of customer value creation behavior (CVCB) in a service setting, we developed a theoretical model identifying separate psychological mechanisms that account for both positive and negative effects of CVCB on customer outcomes, such as customer value and customer well-being. Participants comprised 103 business customer–supplier dyads. The results show that CVCB enhanced customer outcomes through the inter…
Trait Affect and Individual Creativity: Moderating Roles of Affective Climate and Reflexivity
We extended the literature on mood and creativity by introducing a multilevel perspective to examine the trait affect of employees. More specifically, we identified group affective climate and group reflexivity as significant moderators of the relationship between trait affect and creativity. Multilevel analyses of data obtained from 306 employees in 50 organizational teams revealed that group affective climate and group reflexivity facilitated t…
Knowledge management behavior and individual creativity: Goal orientations as antecedents and in‐group social status as moderating contingency
Creativity is an increasingly important domain of performance largely based on knowledge held and exchanged among employees. Despite the necessity of knowledge exchange, individual employees tend to experience mixed motivation caused by the inherent social dilemma of knowledge sharing. To pragmatically explain how individuals deal with this motivational dilemma, we propose an expanded framework of knowledge management behavior (KMB) that includes…
Change‐oriented organizational citizenship behavior: Effects of work environment characteristics and intervening psychological processes
Organizational citizenship behavior (OCB) has attracted major research effort for the last two decades. The vast majority of studies of OCB have been devoted to affiliative forms of such behavior including interpersonal helping, courtesy, and compliance, which are intended to maintain and reinforce the status quo . The present study attends to another form of OCB that challenges the status quo through suggestions for constructive changes in work …
Knowledge management behavior and individual creativity: Goal orientations as antecedents and in‐group social status as moderating contingency
Creativity is an increasingly important domain of performance largely based on knowledge held and exchanged among employees. Despite the necessity of knowledge exchange, individual employees tend to experience mixed motivation caused by the inherent social dilemma of knowledge sharing. To pragmatically explain how individuals deal with this motivational dilemma, we propose an expanded framework of knowledge management behavior (KMB) that includes…
Rewards and employee creative performance: Moderating effects of creative self‐efficacy, reward importance, and locus of control
The effects of extrinsic rewards on creative performance have been controversial, and scholars have called for the examination of the boundary conditions of such effects. Drawing upon expectancy theory, we attend to both reinforcement and self‐determination pathways that reveal the informational and controlling functions of creativity‐related extrinsic rewards. We further identify the individual dispositions that moderate these two pathways. Spec…
Self‐efficacy changes in groups: Effects of diversity, leadership, and group climate
Self‐efficacy belief is a significant predictor of behavioral choices in terms of goal setting, the amount of effort devoted to a particular task, and actual performance. This study conceives of formation and change of self‐efficacy as a social and context‐dependent process. We hypothesized that different group factors (discretionary and ambient group stimuli) influence changes in members' self‐efficacy through differing routes (individual‐level …
Balancing cognition and emotion: Innovation implementation as a function of cognitive appraisal and emotional reactions toward innovation
Focusing on the role of emotions in understanding employee behavior, the present study identifies employees' emotional reactions toward innovation as a mediating process that explains the effects of institutional environment on collective innovation use in work units. We further employed the appraisal theory of emotion and affective events theory (AET) to conceptualize the relationships between cognitions and emotions involving innovation. This e…
The effects of self‐emotion, counterpart emotion, and counterpart behavior on negotiator behavior: A comparison of individual‐level and dyad‐level dynamics
This study expands the negotiation literature by examining how negotiator behavior is predicted by various emotions felt by the negotiators and their counterparts and by counterpart negotiation behavior. Using hierarchical linear modeling, we also compare individual‐ and dyad‐level processes that lead to negotiator behavior and outcomes. The results from a dyadic negotiation simulation showed that both the valence and agency of negotiator and cou…
Distinct effects of intrinsic motivation and extrinsic rewards on radical and incremental creativity: The moderating role of goal orientations
Previous studies have investigated the role of intrinsic motivation and extrinsic rewards in enhancing employee creativity. However, the possibility that these motivational factors affect the creativity of different types remains largely unexplored, particularly in the organizational settings. Moreover, the potential that personality traits may moderate the function of these motivational factors toward creativity is another underresearched area. …
Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations
The present study examines the effects of training and development on organizational innovation. We specifically suggest that the training and development investments of an organization affect its innovative performance by promoting various learning practices. We empirically tested our hypothesis by using time-lagged, multi-source data collected from 260 Korean companies that represent diverse industries. Our analysis showed that corporate expend…
Person–Environment Fit and Creative Behavior: Differential Impacts of Supplies–Values and Demands–Abilities Versions of Fit
Numerous studies that have demonstrated interaction effects between individual and contextual factors suggest the potential positive effect of congruent personal and environmental characteristics on creativity. None of the prior studies, however, has explicitly and systematically tested the formal theory of person–environment fit in the context of creativity. This study examined the effects of two versions of person–environment fit (supplies–valu…
Overtime work as the antecedent of employee satisfaction, firm productivity, and innovation
Overtime work has been blamed for the deterioration of employee satisfaction and productivity. However, the organization‐level implications of overtime work as a normative expectation remain unclear. In this study, such effects were analyzed through human capital theory and a causal attribution approach. Various organizational outcomes and boundary conditions were explored in explaining these implications. The analysis of time lagged data from 27…
Tired of innovations? Learned helplessness and fatigue in the context of continuous streams of innovation implementation
The business environment faced by contemporary organizations is highly uncertain and constantly changing. Thus, organizations have adopted and implemented a continuous stream of innovations to achieve sustainable growth and survival. Considering the demand for additional resources to implement innovations, the present study explores organizational conditions that may lead to innovation‐targeted burnout and fatigue among employees, which impede th…
Routinization, free cognitive resources and creativity: The role of individual and contextual contingencies
In job design and creativity literature, challenging and complex jobs drive individual creativity, whereas routinization impedes creative outcomes. This study challenges this prevailing view by exploring the intermediate psychological mechanism and boundary conditions enabling the potential benefits of routinization to foster creativity in organizations. Routinization economizes employees’ use of resources in performing tasks, thereby generating …
Two facets of conscientiousness and the knowledge sharing dilemmas in the workplace: Contrasting moderating functions of supervisor support and coworker support
This study adopts self‐ and other‐centered approaches to explain how the two facets of conscientiousness (i.e., dutifulness and achievement striving) distinctly resolve knowledge sharing dilemmas among employees. It also explores how the critical social surroundings of employees (i.e., supervisor support and coworker support) neutralize or activate the effects of dutifulness and achievement striving on knowledge‐sharing behavior. Our analysis of …
Group‐level organizational citizenship behavior: Effects of demographic faultlines and conflict in small work groups
Organizational scholars have recently shifted their attention to examining organizational citizenship behavior (OCB) as a group‐level phenomenon. Adopting the input‐mediator‐outcome model of group performance, we examined antecedents and intermediate processes that predict group‐level OCB (GOCB) in small work groups. The results, based on data from 62 work groups representing a variety of industries, revealed that demographic faultlines based on …
Leader status behaviors and team creativity: The role of collective interactions and status conflict among members
By integrating the leadership and status literature, this study explores the intervening mechanisms through which different forms of leader status‐claiming behaviors predict team creativity. We propose that leaders' prestige‐ and dominance‐oriented status behaviors are positively related to supportive and coercive interactions among members, respectively, which in turn predict team creativity. Empirical analysis based on the multisource data of 5…
Angry leaders and coworkers: Cross-cultural evaluation of anger expression through high-status and equal-status roles
Anger expressed in organizations conveys potent social information that influences social perceptions and determines subsequent relationships among employees. The present research examined how cultural contexts and hierarchical structure of a given relationship interact to shape perceptions of anger expression. Conducting a survey on subsidiary employees of a multinational high-tech company, Study 1 showed that employees from the Confucian Asian …
Do you value or worry about feedback? Tradeoffs between cost and value perceptions and dual feedback‐seeking strategies toward creativity
This study advances the literature by elaborating on how disparate tradeoffs between cost and value perceptions targeted at FSB lead to distinct feedback‐seeking strategies. Specifically, the cost–value framework is employed to explain the emergence of two forms of feedback‐seeking behavior (FSB), namely, inquiry and monitoring. An interplay between the two FSB strategies is also proposed to predict employee creativity. Data collected from 194 in…
Multiple dimensions of human resource development and organizational performance: HRD and Organizational Performance
Building on strategic human resource management literature, this study investigates the effects of various human resource development (HRD) dimensions on organizational performance. We identify four distinct dimensions of HRD that reflect either quantitative or qualitative approaches from either managerial or employee perspectives. Furthermore, we propose that HRD affects organizational performance by shaping employee outcomes, a prevailing but r…
Links in the chain of adversity following job loss: How financial strain and loss of personal control lead to depression, impaired functioning, and poor health.
Self‐efficacy changes in groups: Effects of diversity, leadership, and group climate
Self‐efficacy belief is a significant predictor of behavioral choices in terms of goal setting, the amount of effort devoted to a particular task, and actual performance. This study conceives of formation and change of self‐efficacy as a social and context‐dependent process. We hypothesized that different group factors (discretionary and ambient group stimuli) influence changes in members' self‐efficacy through differing routes (individual‐level …
Person–Environment Fit and Creative Behavior: Differential Impacts of Supplies–Values and Demands–Abilities Versions of Fit
Numerous studies that have demonstrated interaction effects between individual and contextual factors suggest the potential positive effect of congruent personal and environmental characteristics on creativity. None of the prior studies, however, has explicitly and systematically tested the formal theory of person–environment fit in the context of creativity. This study examined the effects of two versions of person–environment fit (supplies–valu…
Rethinking Procrastination: Positive Effects of "Active" Procrastination Behavior on Attitudes and Performance
Researchers and practitioners have long regarded procrastination as a self-handicapping and dysfunctional behavior. In the present study, the authors proposed that not all procrastination behaviors either are harmful or lead to negative consequences. Specifically, the authors differentiated two types of procrastinators: passive procrastinators versus active procrastinators. Passive procrastinators are procrastinators in the traditional sense. The…
The effects of self‐emotion, counterpart emotion, and counterpart behavior on negotiator behavior: A comparison of individual‐level and dyad‐level dynamics
This study expands the negotiation literature by examining how negotiator behavior is predicted by various emotions felt by the negotiators and their counterparts and by counterpart negotiation behavior. Using hierarchical linear modeling, we also compare individual‐ and dyad‐level processes that lead to negotiator behavior and outcomes. The results from a dyadic negotiation simulation showed that both the valence and agency of negotiator and cou…
Change‐oriented organizational citizenship behavior: Effects of work environment characteristics and intervening psychological processes
Organizational citizenship behavior (OCB) has attracted major research effort for the last two decades. The vast majority of studies of OCB have been devoted to affiliative forms of such behavior including interpersonal helping, courtesy, and compliance, which are intended to maintain and reinforce the status quo . The present study attends to another form of OCB that challenges the status quo through suggestions for constructive changes in work …
Testing an alternative relationship between individual and contextual predictors of creative performance
Existing studies have been focused mainly on the effects of individual and contextual factors on creativity, leaving unaddressed the intermediate processes through which these predictors affect creativity. Based on previous theoretical arguments, we proposed that individuals' cognitive and affective states with regard to creativity comprise the direct antecedents of creative performance. Specifically, we hypothesized that creativity efficacy and …
Do Big Five Personality Factors Affect Individual Creativity? the Moderating Role of Extrinsic Motivation
Creativity has been acknowledged as one of the most predominant factors contributing to individual performance in various domains of work, and both researchers and practitioners have been devoting increasing attention to creative performance. In this study, we examined the potential trait-trait interaction between the Big Five personality factors (Costa & McCrae, 1992) and the motivational orientations of individuals in shaping their creative per…
Group‐level organizational citizenship behavior: Effects of demographic faultlines and conflict in small work groups
Organizational scholars have recently shifted their attention to examining organizational citizenship behavior (OCB) as a group‐level phenomenon. Adopting the input‐mediator‐outcome model of group performance, we examined antecedents and intermediate processes that predict group‐level OCB (GOCB) in small work groups. The results, based on data from 62 work groups representing a variety of industries, revealed that demographic faultlines based on …
How Do Groups React to Unexpected Threats? Crisis Management in Organizational Teams
Despite the increasing dependence on teams, there has been little research on crisis management in organizational teams in the corporate sector. In this study which is based on quantitative and qualitative analyses of 30 crisis cases, the prevalent types of crises were identified and effective strategies used for team crisis coping were explored. The results showed that 90% of team level crises were caused by external or environmental factors rat…
Balancing cognition and emotion: Innovation implementation as a function of cognitive appraisal and emotional reactions toward innovation
Focusing on the role of emotions in understanding employee behavior, the present study identifies employees' emotional reactions toward innovation as a mediating process that explains the effects of institutional environment on collective innovation use in work units. We further employed the appraisal theory of emotion and affective events theory (AET) to conceptualize the relationships between cognitions and emotions involving innovation. This e…
Is Task Autonomy Beneficial for Creativity? Prior Task Experience and Self-Control as Boundary Conditions
In this study we elaborate on the autonomy–creativity relationship by identifying potential boundary conditions. Specifically, we hypothesized that when task autonomy is provided people's reactions are shaped by the level of their prior experience or skills and by whether or not they have previously worked on a task autonomously. We further hypothesized that self-control would moderate the autonomy–creativity link. The analysis of data collected …
Intuitiveness and Creativity in Groups: Cross-Level Interactions Between Group Conflict and Individual Cognitive Styles
In this study, we introduced a multilevel perspective in order to identify a group contextual factor that moderates the relationship between cognitive style and creativity. Multilevel analyses of data collected from 306 employees from 50 organizational teams revealed that task conflict had beneficial effects on the creativity of intuitive individuals, but detrimental effects on the creativity of systematic individuals. In contrast, relationship c…
Context and Creativity: The Theory of Planned Behavior as an Alternative Mechanism
Creativity researchers have identified intrinsic motivation as the critical intervening process that explains the effects of contextual characteristics on individual creativity. Departing from this prevailing focus on intrinsic motivation, in the present study an alternative theoretical model was advanced based on the theory of planned behavior (TBP; Ajzen, 1991). Specifically, it was proposed that TPB-based psychological mechanisms (attitude tow…
Leadership Effectiveness in China: The Moderating Role of Change Climate
Owing to the rapid and unpredictable changes in emerging markets, it has become critical for managerial agendas to understand leadership effectiveness in a climate of change. We examined change climate as a potential contingency in effectiveness of authoritarian and visionary styles of leadership. A multilevel analysis of the data collected from 235 Chinese employees and their supervisors revealed that change climate had significant cross-level m…
Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations
The present study examines the effects of training and development on organizational innovation. We specifically suggest that the training and development investments of an organization affect its innovative performance by promoting various learning practices. We empirically tested our hypothesis by using time-lagged, multi-source data collected from 260 Korean companies that represent diverse industries. Our analysis showed that corporate expend…
Creative Contribution of Individuals in Groups: Effects of Goal Orientation and Participative Safety
We proposed a construct of creative contribution, which expands the existing focus on creative performance as an isolated individual effort for generating creative ideas. Creative contribution comprises 3 components: the generation of creative ideas by an individual in a group, helping the creative performance of other group members, and stimulating the creative energy of other group members. A multilevel analysis of data from 37 teams consisting…
The Roles of Individual Differences and Innovation Properties in Multiple Forms of Innovation Implementation
We departed from research strategies suggested in prior studies in which binary outcomes of implementation, such as use or acceptance and nonuse or resistance, have been used, and we proposed the examination of diverse patterns of implementation behavior, including mechanical implementation, learning, reinvention, and mutual adaptation. These implementation patterns can be explained by innovation-related individual differences, innovation propert…
Rewards and employee creative performance: Moderating effects of creative self‐efficacy, reward importance, and locus of control
The effects of extrinsic rewards on creative performance have been controversial, and scholars have called for the examination of the boundary conditions of such effects. Drawing upon expectancy theory, we attend to both reinforcement and self‐determination pathways that reveal the informational and controlling functions of creativity‐related extrinsic rewards. We further identify the individual dispositions that moderate these two pathways. Spec…
Multiple dimensions of human resource development and organizational performance: HRD and Organizational Performance
Building on strategic human resource management literature, this study investigates the effects of various human resource development (HRD) dimensions on organizational performance. We identify four distinct dimensions of HRD that reflect either quantitative or qualitative approaches from either managerial or employee perspectives. Furthermore, we propose that HRD affects organizational performance by shaping employee outcomes, a prevailing but r…
Mechanisms Underlying Creative Performance: Employee Perceptions of Intrinsic and Extrinsic Rewards for Creativity
In this study, we clarified some of the ambiguities in the rewards–creativity relationship by focusing on creative performance in organizations that is contingent on intrinsic and extrinsic rewards. Participants were 241 employee–peer pairs working in various industries. The results indicated that, regardless of the degree of importance of the reward as perceived by the employee, intrinsic rewards exerted a significant direct positive effect on c…
Does Customer Value Creation Behavior Drive Customer Well-being
To address the potential ambivalent effects of customer value creation behavior (CVCB) in a service setting, we developed a theoretical model identifying separate psychological mechanisms that account for both positive and negative effects of CVCB on customer outcomes, such as customer value and customer well-being. Participants comprised 103 business customer–supplier dyads. The results show that CVCB enhanced customer outcomes through the inter…
Trait Affect and Individual Creativity: Moderating Roles of Affective Climate and Reflexivity
We extended the literature on mood and creativity by introducing a multilevel perspective to examine the trait affect of employees. More specifically, we identified group affective climate and group reflexivity as significant moderators of the relationship between trait affect and creativity. Multilevel analyses of data obtained from 306 employees in 50 organizational teams revealed that group affective climate and group reflexivity facilitated t…
Knowledge management behavior and individual creativity: Goal orientations as antecedents and in‐group social status as moderating contingency
Creativity is an increasingly important domain of performance largely based on knowledge held and exchanged among employees. Despite the necessity of knowledge exchange, individual employees tend to experience mixed motivation caused by the inherent social dilemma of knowledge sharing. To pragmatically explain how individuals deal with this motivational dilemma, we propose an expanded framework of knowledge management behavior (KMB) that includes…
Tired of innovations? Learned helplessness and fatigue in the context of continuous streams of innovation implementation
The business environment faced by contemporary organizations is highly uncertain and constantly changing. Thus, organizations have adopted and implemented a continuous stream of innovations to achieve sustainable growth and survival. Considering the demand for additional resources to implement innovations, the present study explores organizational conditions that may lead to innovation‐targeted burnout and fatigue among employees, which impede th…
Psychology (45 works) · Social Psychology (41 works) · Social Psychology (37 works) · Job Satisfaction and Organizational Behavior (25 works) · Creativity (20 works) · Creativity in Education and Neuroscience (18 works) · Management (15 works) · Computer Science (12 works) · Context (archaeology (12 works) · Cognitive psychology (11 works)