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Adaptors and Innovators in Large Organizations

Does Cognitive Style Characterize Actual Behavior of Employees at Work? An Exploratory Study

Bibliographic Data

ID13655302
AuthorsRay Clapp (corresponding author), R G Clapp (Hatfield Polytechnic), Steven M De Ciantis
Year1989
Volume65
Issue2
Pages503-513
Publication date1989-10-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenuePsychological Reports (JOURNAL)
Journal identifiersISSN: 0033-2941 • E-ISSN: 1558-691X
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.2466/pr0.1989.65.2.503
OpenAlexW1969937125
LanguageEN
Citations received3
References cited29

This study explores empirically the relationship between employees' cognitive preferences for different styles of creative problem-solving, as measured by the Kirton Adaption-Innovation Inventory (KAI), and their actual behavior in relation to organizational change in a large industrial setting. The hypothesis that overt creativity, problem solving and decision-making behavior is modified in a large industrial setting (even though the underlying cognitive style preference remains intact) in a way that is predictable and observable, is supported and replicated across three work groups. The research design produces a matrix with cognitive style and actual behavior as its axes, constructed using the inventory, together with colleagues' ratings of behavior based on items from the same inventory. Implications for research into the situational influences affecting overt creative problem-solving behavior of individuals at work and organizational change and development are discussed

Cognition · Cognitive psychology · Cognitive style · Creativity · Exploratory research · Preference · Situational ethics · Style (visual arts · Work (physics · Creativity in Education and Neuroscience · Design Education and Practice · Emotional Intelligence and Performance · Psychology · Social Psychology

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Unique citing works3
Citations per year0,09
Citation span1993 - 1998 (6)
Citation velocityhistorical
Highly citedNo
Citation typesNeutral: 3

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