Lily D Blocker
Biographic Data
| ID | 9509004 |
|---|---|
| NAME | Lily D Blocker |
| GIVEN NAMES | Lily D |
| FAMILY NAME | Blocker |
| SIGNATURE | BLOCKER L D |
| AFFILIATIONS | College of Business; Stony Brook University; Stony Brook New York U.S.A. |
| ORCID | 0000-0003-4354-1897 |
| VERIFIED | Yes |
| TOTAL WORKS | 3 |
| TOTAL CITATIONS | 6 |
| WORKS AS AUTHOR | 3 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2017 |
| LATEST PUBLICATION YEAR | 2023 |
| H-INDEX | 1 |
Why we Support some Original Ideas but Reject Others
Although organizations say new ideas are desirable, investing in original products rather than the “tried and true” can be unsettling for decision‐makers. This discomfort may be due, in part, to uncertainty surrounding whether a new idea will prove successful. As such, the originality of a creative idea can be paradoxically viewed both as an asset, driving up appeal, as well as a detrimental risk. To help unpack these relationships, we propose th…
To Apologize or Justify
Leadership roles are complex, creating an environment where leaders are likely to make mistakes that result in negative outcomes. We shift the conversation in the literature from examining the effectiveness of mistake responses toward exploring why leaders use different mistake recovery methods. We employ an online experimental method to distinguish between task and relationship mistakes for leaders and suggest that different attributions are mad…
Why dual leaders will drive innovation
Using conservation of resources theory, we challenge traditional unity of command models of leadership and propose that a dual-leadership framework can serve as a potential solution to the inherent challenges of innovation. Leading for innovation demands are depicted as uniquely disparate from other forms of leadership, resulting in several types of conflict and resource depletion for individual leaders. We contend that this exploration–exploitat…
Why dual leaders will drive innovation
Using conservation of resources theory, we challenge traditional unity of command models of leadership and propose that a dual-leadership framework can serve as a potential solution to the inherent challenges of innovation. Leading for innovation demands are depicted as uniquely disparate from other forms of leadership, resulting in several types of conflict and resource depletion for individual leaders. We contend that this exploration–exploitat…
Why dual leaders will drive innovation
Using conservation of resources theory, we challenge traditional unity of command models of leadership and propose that a dual-leadership framework can serve as a potential solution to the inherent challenges of innovation. Leading for innovation demands are depicted as uniquely disparate from other forms of leadership, resulting in several types of conflict and resource depletion for individual leaders. We contend that this exploration–exploitat…
To Apologize or Justify
Leadership roles are complex, creating an environment where leaders are likely to make mistakes that result in negative outcomes. We shift the conversation in the literature from examining the effectiveness of mistake responses toward exploring why leaders use different mistake recovery methods. We employ an online experimental method to distinguish between task and relationship mistakes for leaders and suggest that different attributions are mad…
Why we Support some Original Ideas but Reject Others
Although organizations say new ideas are desirable, investing in original products rather than the “tried and true” can be unsettling for decision‐makers. This discomfort may be due, in part, to uncertainty surrounding whether a new idea will prove successful. As such, the originality of a creative idea can be paradoxically viewed both as an asset, driving up appeal, as well as a detrimental risk. To help unpack these relationships, we propose th…
Computer Science (3 works) · Political science (3 works) · Business (2 works) · Epistemology (2 works) · Job Satisfaction and Organizational Behavior (2 works) · Psychology (2 works) · Social Psychology (2 works) · Ambiguity (1 work) · Appeal (1 work) · Asset (computer security) (1 work)