从表征状态与他人知觉信息加工方式两个角度探讨了内隐人格理论对他人印象加工策略的影响。首先采用自编的童话情境测验对120名被试的内隐人格理论进行维度分析,甄选出持不同内隐人格理论的被试（实体论42人、渐变论48人）。随后使用错觉关联效应的实验范式,要求两类被试（持不同内隐人格理论及其指向性情境）对他人行为信息进行判断,记录自由回忆和频率估计的差异值。结果发现：持不同内隐人格理论的个体在知觉他人时采用不同的信息加工方式。实体论者通常采用启发式加工,渐变论者通常采用分析式加工。实体论者在进行启发式加工时,通过对他人行为信息的即时性判断形成他人印象;渐变论者在进行分析式加工时,对他人行为信息进行记忆性判断,最终依赖情境信息形成他人印象。

在日益动态的商业环境下,平衡开发式创新和探索式创新是企业兼顾当前和未来竞争所必须重视的问题。现有研究过度强调了同时重视开发式创新和探索式创新的二元平衡的价值,假设二元平衡是对任何企业都普遍适用的,但实证检验的结果却并非如此。本研究注意到资源紧缺条件对企业开发式创新和探索式创新平衡战略的影响,发展了资源紧缺条件下中国企业开发式创新和探索式创新的平衡理论,指出,开发式创新和探索式创新的平衡策略不仅有二元平衡,还有间断平衡,究竟哪种策略有效取决于企业资源约束条件决定的开发式创新和探索式创新之间究竟是正交关系还是竞争关系起主导作用。最后,本研究以新创企业和成熟企业的大规模调查数据的比较性实证研究证实了本文的主要理论假设。

Based on “groups as information processor perspective”, motivated information processing (MIP) model emphasizes that information processing and sharing depends on two types of motivations, epistemic motivation and social motivation, respectively. Epistemic motivation refers to the willingness to expend effort to achieve a thorough, rich, and accurate understanding of the world. It determines the depth of information processing. Social motivation is defined as the individual preference for outcome distributions between oneself and others. It influences which information will be processed. Epistemic motivation and social motivation, alone and in combination, interpret information processing at both individual and team level, and information sharing at team level. MIP model contributes to the industrial/organizational psychology literature by integrating the dual-process theory and groups as information processor perspective, and by providing a new perspective in the fields of negotiation, creativity, and team effectiveness. Limitations and implications for future study of MIP model are discussed.

Creativity and innovation in any organization are vital to its successful performance. The authors review the rapidly growing body of research in this area with particular attention to the period 2002 to 2013, inclusive. Conceiving of both creativity and innovation as being integral parts of essentially the same process, we propose a new, integrative definition. We note that research into creativity has typically examined the stage of idea generation, whereas innovation studies have commonly also included the latter phase of idea implementation. The authors discuss several seminal theories of creativity and innovation and then apply a comprehensive levels-of-analysis framework to review extant research into individual, team, organizational, and multilevel innovation. Key measurement characteristics of the reviewed studies are then noted. In conclusion, we propose a guiding framework for future research comprising 11 major themes and 60 specific questions for future studies.

To examine laypeople’s beliefs about the conception of creativity, we asked people (N = 891) to indicate the extent to which they believed that certain cognitive processes, mind states, and circumstances were conducive to creativity (Studies 1–3). We further examined whether these beliefs are in line with their own experiences (Study 2) and with scientific evidence (General Discussion), and we examined the consequences that these beliefs have for the circumstances and conditions people select if creativity is required (Study 3). Findings showed that people have strong beliefs about the facilitating processes and circumstances for creativity. However, these beliefs are often incomplete and not in line with their own experiences and current empirical evidence. Moreover, lay beliefs inform the choices that people make about how to shape the circumstances to putatively stimulate their creativity. Therefore, a better understanding of the scientific evidence about creativity is crucial to help practitioners select and shape the processes and circumstances that stimulate creativity.

Many techniques have been used to train creative problem-solving skills. Although the available techniques have often proven to be effective, creative training often discounts the value of thinking about applications. In this study, 248 undergraduates were asked to develop advertising campaigns for a new high-energy soft drink. Solutions to this problem were evaluated for quality, originality, and elegance. Prior to preparing these advertising campaigns, participants were provided with training in strategies for thinking about the potential applications of creative problem-solutions. It was found that training people to think about the uses of ideas and preparation for idea implementation contributed to the acquisition of stronger mental models and production of advertising campaigns evidencing greater quality, originality, and elegance. The implications of these findings for creative though and creative education are discussed.

This research explores the impact of process management activities on technological innovation. Drawing on research in organizational evolution and learning, we suggest that as these practices reduce variance in organizational routines and influence the selection of innovations, they enhance incremental innovation at the expense of exploratory innovation. We tested our hypotheses in a 20-year longitudinal study of patenting activity and ISO 9000 quality program certifications in the paint and photography industries. In both industries, the extent of process management activities in a firm was associated with an increase in both exploitative innovations that built on existing firm knowledge and an increase in exploitation's share of total innovations. Our results suggest that exploitation crowds out exploration. We extend existing empirical research by capturing how process management activities influence the extent to which innovations build on existing firm knowledge. We suggest that these widely adopted organizational practices shift the balance of exploitation and exploration by focusing on efficiency, possibly at the expense of long-term adaptation.

We develop a contingency view of process management's influence on both technological innovation and organizational adaptation. We argue that while process management activities are beneficial for organizations in stable contexts, they are fundamentally inconsistent with all but incremental innovation and change. But dynamic capabilities are rooted in both exploitative and exploratory activities. We argue that process management activities must be buffered from exploratory activities and that ambidextrous organizational forms provide the complex contexts for these inconsistent activities to coexist.

Selecting among alternative projects is a core management task in all innovating organizations. In this paper, we focus on the evaluation of frontier scientific research projects. We argue that the “intellectual distance” between the knowledge embodied in research proposals and an evaluator’s own expertise systematically relates to the evaluations given. To estimate relationships, we designed and executed a grant proposal process at a leading research university in which we randomized the assignment of evaluators and proposals to generate 2,130 evaluator–proposal pairs. We find that evaluators systematically give lower scores to research proposals that are closer to their own areas of expertise and to those that are highly novel. The patterns are consistent with biases associated with boundedly rational evaluation of new ideas. The patterns are inconsistent with intellectual distance simply contributing “noise” or being associated with private interests of evaluators. We discuss implications for policy, managerial intervention, and allocation of resources in the ongoing accumulation of scientific knowledge.

The ability to convert inputs into outputs is a critical determinant of success in many fields of endeavor. In this research, the authors study the ability of firms to convert ideas into products, that is, their conversion ability. Specifically, they address the question, Why are some firms better at conversion than others? In contrast to much of the existing literature, the authors propose that a strong focus on speed and on generating many ideas may actually hurt firms by lowering their conversion ability. The authors test their arguments on data between 1960 and 2001 from a cross-national sample of pharmaceutical firms. They find that firms vary widely in their ability to convert promising drug ideas into launched drugs. Firms with the highest conversion ability are those that (1) focus on a moderate number of ideas, in areas of importance, and in areas in which they have expertise and (2) deliberate for a moderate length of time on promising ideas.

ABSTRACT: When deciding whether to pursue a new idea, people must predict the resources needed for, and consequences of, idea implementation. The intent of this study was to examine how accurate people are in predicting the resources needed for, and consequences of, creative ideas. Accordingly, 158 undergraduates were presented with case studies describing 3 new ideas drawn from either the education or public policy domains. They were asked to evaluate these ideas with respect to resource requirements (e.g., time, finances) and likely consequences (e.g., positive benefits, organizational disruption). The accuracy of these appraisals was assessed in terms of actual case events. It was found that people were more accurate in predicting resources and outcomes under conditions likely to engender implementation intentions, but that people overestimated outcomes and underestimated resource requirements when they had some familiarity with the issue. The implications of these observations for understanding errors in idea evaluation are discussed.

ABSTRACT It is a central assumption in creativity theory that the creativity of an idea is defined by its novelty and usefulness. The present study examined this notion by investigating how the perceived novelty and usefulness actually contribute to the overall evaluation of creativity. We collected responses to a verbal and a figural divergent thinking task in a sample of 1,500 participants. All ideas were evaluated for novelty, usefulness, or creativity by a total of 18 independent judges. Results generally indicate a greater importance of novelty than usefulness in the prediction of creativity scores. Novelty and usefulness interacted significantly in the prediction of creativity both as a linear and as a nonlinear term. An examination of the interaction between novelty and usefulness suggests that usefulness is predictive of creativity only within highly novel ideas. In conclusion, novelty can be regarded as a first-order criterion and usefulness as a second-order criterion of creativity: If an idea is not novel its usefulness does not matter much, but if an idea is novel its usefulness will additionally determine its actual creativity.

In this target article, we present evidence for a new model of individual differences in judgments and reactions. The model holds that people's implicit theories about human attributes structure the way they understand and react to human actions and outcomes. We review research showing that when people believe that attributes (such as intelligence or moral character) are fixed, trait-like entities (an entity theory), they tend to understand outcomes and actions in terms of these fixed traits ("I failed the test because I am dumb" or "He stole the bread because he is dishonest"). In contrast, when people believe that attributes are more dynamic, malleable, and developable (an incremental theory), they tend to focus less on broad traits and, instead, tend to understand outcomes and actions in terms of more specific behavioral or psychological mediators ("I failed the test because of my effort or strategy" or "He stole the bread because he was desperate"). The two frameworks also appear to foster different reactions: helpless versus mastery-oriented responses to personal setbacks and an emphasis on retribution versus education or rehabilitation for transgressions. These findings are discussed in terms of their implications for personality, motivation, and social perception.

Studies that combine moderation and mediation are prevalent in basic and applied psychology research. Typically, these studies are framed in terms of moderated mediation or mediated moderation, both of which involve similar analytical approaches. Unfortunately, these approaches have important shortcomings that conceal the nature of the moderated and the mediated effects under investigation. This article presents a general analytical framework for combining moderation and mediation that integrates moderated regression analysis and path analysis. This framework clarifies how moderator variables influence the paths that constitute the direct, indirect, and total effects of mediated models. The authors empirically illustrate this framework and give step-by-step instructions for estimation and interpretation. They summarize the advantages of their framework over current approaches, explain how it subsumes moderated mediation and mediated moderation, and describe how it can accommodate additional moderator and mediator variables, curvilinear relationships, and structural equation models with latent variables.

This study addresses an important but neglected topic by investigating the social judgment processes that experts (studio executives and producers in Hollywood) use to assess the creative potential of unknown others (relatively unknown screenwriters) during "pitch" meetings in which screenwriters attempt to sell their ideas. The findings suggest a dual-process social judgment model. In one process, person categorization, the experts used behavioral and physical cues to match "pitchers" with seven creative and uncreative prototypes. In another process, relationship categorization, the experts used relational cues and self-perceptions to match pitchers with two relational prototypes.

One of the primary reasons organizations utilize project teams is to encourage members with diverse intellectual resources to produce novel associations that give rise to creative solutions. When creative sparks fly, learning, innovation and superior performance are often the result. However, in this paper we argue that creative sparks often create heat of another sort-frustration resulting from unfocused effort and diminished productivity. Utilizing Gersick's (1988) punctuated equilibrium model of project team development as a theoretical foundation, we argue that the meaning and impact of novel contributions change during a project team's life cycle. Novel contributions are beneficial to a project team early in its development when its primary goals are to learn more about a problem, search for useful information, and articulate tentative solutions. After the midpoint transition, when a team's attention shifts toward executing the proposal and satisfying external stakeholders before a looming deadline, additional attempts to introduce novel ideas are likely to disrupt performance and induce frustration. We develop a model and accompanying research propositions suggesting that the relationship between novel proposals and the value attributed to those proposals is contingent on timing with respect to a project team's midpoint transition.

ABSTRACT We examine the structure of implicit theories of creativity among Polish high schools teachers and the role those theories play for the accuracy of teachers' assessment of their students' creativity. Latent class analysis revealed the existence of four classes of teachers, whose perception of a creative student differed: two of these classes defined a creative student incoherently with the existing theories of creativity, and the other two classes did that in accordance with Kirton's (1976) theory of creativity styles, that is, as adaptors or innovators. Teachers who perceived a creative student as an adaptor tended to more accurately assess the creativity of females, whereas teachers perceiving a creative student as an innovator more accurately assessed the creativity of males. We discuss the theoretical and practical consequences of these findings.

Exploration and exploitation have emerged as the twin concepts underpinning organizational adaptation research, yet some central issues related to them remain ambiguous. We address four related questions here: What do exploration and exploitation mean? Are they two ends of a continuum or orthogonal to each other? How should organizations achieve balance between exploration and exploitation--via ambidexterity or punctuated equilibrium? Finally, must all organizations strive for a balance, or is specialization in exploitation or exploration sometimes sufficient for long-run success? We summarize the contributions of the work in this special research forum and highlight important directions for future research.

This engaging book explains the fundamentals of mediation and moderation analysis and their integration as "conditional process analysis." Procedures are described for testing hypotheses about the mechanisms by which causal effects operate, the conditions under which they occur, and the moderation of mechanisms. Relying on the principles of ordinary least squares regression, Andrew Hayes carefully explains the estimation and interpretation of direct and indirect effects, probing and visualization of interactions, and testing of questions about moderated mediation. Examples using data from published studies illustrate how to conduct and report the analyses described in the book. Of special value, the book introduces and documents PROCESS, a macro for SPSS and SAS that does all the computations described in the book. The authors website (www.afhayes.com) offers free downloads of PROCESS plus data files for the book's examples. (PsycINFO Database Record (c) 2013 APA, all rights reserved)

While exploration and exploitation represent two fundamentally different approaches to organizational learning, recent literature has increasingly indicated the need for firms to achieve a balance between the two. This balanced view is embedded in the concept of ambidextrous organizations. However, there is little direct evidence of the positive effect of ambidexterity on firm performance. This paper seeks to test the ambidexterity hypothesis by examining how exploration and exploitation can jointly influence firm performance in the context of firms' approach to technological innovation. Based on a sample of 206 manufacturing firms, we find evidence consistent with the ambidexterity hypothesis by showing that (1) the interaction between explorative and exploitative innovation strategies is positively related to sales growth rate, and (2) the relative imbalance between explorative and exploitative innovation strategies is negatively related to sales growth rate.

In recent years, it has become apparent that knowledge is a critical component of creative thought. One form of knowledge that might be particularly important to creative thought relies on the mental models people employ to understand novel, ill-defined problems. In this study, undergraduates were given training in the use of causal relationships in applying mental models in creative problem-solving. A pre-post design was used to assess the effects of this training on mental models and creative problem-solving. It was found that causal analysis training resulted in the acquisition of better mental models (in terms of subjective and objective attributes) and better solutions (in terms of quality, originality, and elegance) to problems calling for creative thought among high-ability participants. The implications of these findings for understanding the role of mental models in creative problem-solving are discussed.

This research sought to integrate C. S. Dweck and E. L. Leggett's (1988) model with attribution theory. Three studies tested the hypothesis that theories of intelligence-the belief that intelligence is malleable (incremental theory) versus fixed (entity theory)-would predict (and create) effort versus ability attributions, which would then mediate mastery-oriented coping. Study 1 revealed that, when given negative feedback, incremental theorists were more likely than entity theorists to attribute to effort. Studies 2 and 3 showed that incremental theorists were more likely than entity theorists to take remedial action if performance was unsatisfactory. Study 3, in which an entity or incremental theory was induced, showed that incremental theorists' remedial action was mediated by their effort attributions. These results suggest that implicit theories create the meaning framework in which attributions occur and are important for understanding motivation.

Activation theory suggests that intermediate rather than low or high levels of quantitative job demands benefit job performance and job satisfaction among managers. Using an equity theory framework, I hypothesize that perceptions of effort-reward fairness moderate these inverted U-shaped demand-response relationships. In support of this hypothesis, survey results demonstrate that managers who perceive effort-reward fairness perform better and feel more satisfied in response to intermediate levels of job demands than managers who perceive "underreward unfairness."

ABSTRACT This article describes a research program exploring the structure, correlates, and consequences of creative mindsets, defined as beliefs about the fixed-versus-growth nature of creativity. In the first study, I reported on the development of the Creative Mindset Scale. Exploratory factor analysis demonstrated a two-factor structure with growth- and fixed-creative mindsets forming two relatively independent, yet negatively correlated scales, rather than two ends of one continuum. I then verified this structure by confirmatory factor analysis using a larger sample. In the second study, the growth mindset and the creative self-concept (creative self-efficacy and creative personal identity) were strongly positively associated. In the third study, the fixed-creative mindset was negatively related to efficiency in solving insight problems, and an association between the growth mindset and problem solving was moderated by the fixed mindset. (PsycINFO Database Record (c) 2014 APA, all rights reserved)

What is the role of expertise in evaluating creative products? Novices and experts do not assess creativity similarly, indicating domain-specific knowledge's role in judging creativity. We describe two studies that examined how "quasi-experts" (people who have more experience in a domain than novices but also lack recognized standing as experts) compared with novices and experts in rating creative work. In Study 1, we compared different types of quasi-experts with novices and experts in rating short stories. In Study 2, we compared experts, quasi-experts, and novices in evaluating an engineering product (a mousetrap design). Quasi-experts (regardless of type) seemed to be appropriate raters for short stories, yet results were mixed for the engineer quasi-experts. Some domains may require more expertise than others to properly evaluate creative work.

The information age presents complex opportunities and challenges for organizations, leading to the emergence of new managerial roles and practices. This research examined the influence of management diversity and creativity on the assessment of opportunities for e-commerce organizations, and on innovative internal and external managerial relationships and practices. Results from a sample of 120 CEOs of e-commerce firms revealed that opportunity assessment mediates the interactive effects of managerial diversity and creativity, influencing the adoption of innovative practices that focus on employee relationships, external networks, and new products and services. This research is one of the first empirical studies of managerial behavior in Internet organizations, and a suggested research agenda for this area of inquiry is presented.

How important is the original conception of an idea-the "raw" idea- to an innovation's success? In this article, the authors explore whether raw ideas judged as "better" fare better in the market and also determine the strength of that relationship. The empirical context is Quirky.com, a community-driven product development company for household consumer products. The data include descriptions of the raw ideas as originally proposed, the ultimate product designs that resulted from those ideas, and sales figures. In addition, they contain two measures of idea quality: those from online consumer panelists and those from expert evaluators. The authors note the following findings: First, online consumer panels are a better way to determine a "good" idea than are ratings by experts. Second, predictions with samples as small as 20 consumers are reliable. Third, there is a stronger predictive link between raw ideas and consumers' purchase intent of final product designs than there is between those intentions and market outcomes. Fourth, the commercial importance of the raw idea is large, with ideas one standard deviation better translating to an approximately 50% increase in sales rate.

What happens when an employee generates a new idea and wants to further explore it but is instructed by a manager to stop working on it? Among the various possibilities, the employee could choose to violate the manager's order and pursue the new idea illegitimately. I describe this action as creative deviance and, drawing on the creativity literature and deviance literature, propose a theory about its organizational conditions and implications.

Various streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as “creative leadership”, “leading for creativity and innovation”, and “managing creatives”. In this article, we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others toward the attainment of a creative outcome. Under this unifying construct, we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, especially in terms of resolving three persisting problems in the extant literature: lack of definitional clarity, shortage of nuanced theories, and low contextual sensitivity.

We investigate how, why and when activating economic schemas reduces the compassion that individuals extend to others in need when delivering bad news. Across three experiments, we show that unobtrusively priming economic schemas decreases the compassion that individuals express to others in need, that this effect is mediated by dampened feelings of empathy and heightened perceptions of unprofessionalism, and that it is circumscribed to bad news that has economic implications. We discuss implications for theory and research on schemas, procedural justice, emotion expression, and prosocial behavior.

Performance differences between firms are generally attributed to organizational factors – such as routines, knowledge, and strategy – rather than to difference

People often reject creative ideas even when espousing creativity as a desired goal. To explain this paradox, we propose that people can hold a bias against creativity that is not necessarily overt, and which is activated when people experience a motivation to reduce uncertainty. In two studies, we measure and manipulate uncertainty using different methods including: discrete uncertainty feelings, and an uncertainty reduction prime. The results of both studies demonstrated a negative bias toward creativity (relative to practicality) when participants experienced uncertainty. Furthermore, the bias against creativity interfered with participants ability to recognize a creative idea. These results reveal a concealed barrier that creative actors may face as they attempt to gain acceptance for their novel ideas.

61Creativity theory assumes people can recognize creative ideas61We provide theory and evidence to challenge this assumption61Three studies show that low level construals deter creative idea recognition61Low level construals diminish creativity ratings by promoting uncertainty feelings61Future research should examine antecedents to creative idea recognition

Knowledge, or expertise, has been held to contribute to creative problem-solving. In this effort, the relationship of one form of knowledge, mental models, to creative problem-solving was assessed. Undergraduates were asked to solve either a marketing or an education problem calling for creative thought. Prior to generating solutions to these problems, the mental models used by undergraduates to understand problems in these domains were assessed in terms of their objective and subjective features. It was found that both objective and subjective features of peoples mental models were related to the quality, originality, and elegance of problem solutions. The implications of these findings for understanding the role of mental models in creative problem-solving are discussed.

Attempts to maximize creativity pervade corporate, artistic, and scientific domains. This research investigated how individual's lay beliefs about the malleability of creativity affect several measures of creative potential. Two correlational and 1 experimental study examined the relationship between malleability beliefs about creativity and creative problem-solving and prior creative achievement. In Study 1, incremental beliefs in creativity were associated with interest in creative thinking, self-reported creativity, and creative problem-solving. In Study 2, incremental beliefs were associated with prior creative achievement in a cross-cultural, professional sample. In Study 3, incremental primes of creativity led to improved creative problem-solving. All studies provide discriminant validity and domain-specificity for malleability beliefs in creativity. Specifically, Studies 1 and 2 controlled for individual differences in beliefs about the malleability of intelligence, suggesting that malleability beliefs of creativity and intelligence are meaningfully distinct. Meanwhile, Study 3 found that incremental beliefs of creativity enhance creative problem-solving but not problem-solving more generally.

Identifying causal mechanisms has become a cornerstone of experimental social psychology, and editors in top social psychology journals champion the use of mediation methods, particularly innovative ones when possible (e.g. Halberstadt, 2010, Smith, 2012). Commonly, studies in experimental social psychology randomly assign participants to levels of the independent variable and measure the mediating and dependent variables, and the mediator is assumed to causally affect the dependent variable. However, participants are not randomly assigned to levels of the mediating variable(s), i.e., the relationship between the mediating and dependent variables is correlational. Although researchers likely know that correlational studies pose a risk of confounding, this problem seems forgotten when thinking about experimental designs randomly assigning participants to levels of the independent variable and measuring the mediator (i.e., easurement-of-mediation designs). Experimentally manipulating the mediator provides an approach to solving these problems, yet these methods contain their own set of challenges (e.g., Bullock, Green, & Ha, 2010). We describe types of experimental manipulations targeting the mediator (manipulations demonstrating a causal effect of the mediator on the dependent variable and manipulations targeting the strength of the causal effect of the mediator) and types of experimental designs (double randomization, concurrent double randomization, and parallel), provide published examples of the designs, and discuss the strengths and challenges of each design. Therefore, the goals of this paper include providing a practical guide to manipulation-of-mediator designs in light of their challenges and encouraging researchers to use more rigorous approaches to mediation because manipulation-of-mediator designs strengthen the ability to infer causality of the mediating variable on the dependent variable.

In two studies, we examined the influence of a growth and a fixed creative mindset on task-approach, other-approach and other-avoidance achievement goals, creative self-efficacy, enjoyment, and perceived performance and effort exerted among college business students from Mexico. We conducted both studies in a business educational setting where the development of creative skills is highly valued. Results from study 1 showed a positive influence of a growth creative mindset on task-approach achievement goals and creative self-efficacy. Results from study 2 showed a positive influence of a growth creative mindset on task-approach achievement goals. Similarly, a fixed creative mindset had a positive influence on other-approach achievement goals. Last, a growth mindset had a direct, positive influence on creative self-efficacy and perceived performance/effort exerted and an indirect influence on enjoyment. From our results, we can conclude that holding a growth creative mindset was related to adaptive motivational and performance outcomes. The theoretical and applied implications of our results were discussed.

Few organizational change studies identify the aspects of change that are salient to individuals and that influence well-being. The authors identified three distinct change characteristics: the frequency, impact and planning of change. R. S. Lazarus and S. Folkman's (1984) cognitive phenomenological model of stress and coping was used to propose ways that these change characteristics influence individuals' appraisal of the uncertainty associated with change, and, ultimately, job satisfaction and turnover intentions. Results of a repeated cross-sectional study that collected individuals' perceptions of change one month prior to employee attitudes in consecutive years indicated that while the three change perceptions were moderately to strongly intercorrelated, the change perceptions displayed differential relationships with outcomes. Discussion focuses on the importance of systematically considering individuals' subjective experience of change.

This paper explores a wide range of issues associated with research on mental models. Based on a functional perspective, mental models are defined as the mechanisms whereby humans generate descriptions of system purpose and form, explanations of system functioning and observed system states, and predictions of future system states. Specifically, this paper reviews the ways in which different domains define mental models, characterize the purposes of such models, and attempt to identify the forms, structures, and parameters of models. The resulting distinctions among domains are described in terms of two dimensions: nature of model manipulation and level of behavioral discretion. Emerging salient issues include: (1) accessibility of mental models; (2) forms and content of representation; (3) nature of expertise; (4) cue utilization; and (5) instructional issues. Prospects for dealing with these substantive issues are presented. Limits in identifying mental models are due to the

http://www.jstor.org/stable/256701

This article systematically reviews and integrates empirical research that has examined the personal and contextual characteristics that enhance or stifle employee creativity in the workplace. Based on our review, we discuss possible determinants of employee creativity that have received little research attention, describe several areas where substantial challenges and unanswered questions remain, present a number of new research directions for theory building, and identify methodological improvements needed in future studies of creativity in organizations.

Peer review is the main institution responsible for the evaluation and gestation of scientific research. Although peer review is widely seen as vital to scientific evaluation, anecdotal evidence abounds of gatekeeping mistakes in leading journals, such as rejecting seminal contributions or accepting mediocre submissions. Systematic evidence regarding the effectiveness--or lack thereof--of scientific gatekeeping is scant, largely because access to rejected manuscripts from journals is rarely available. Using a dataset of 1,008 manuscripts submitted to three elite medical journals, we show differences in citation outcomes for articles that received different appraisals from editors and peer reviewers. Among rejected articles, desk-rejected manuscripts, deemed as unworthy of peer review by editors, received fewer citations than those sent for peer review. Among both rejected and accepted articles, manuscripts with lower scores from peer reviewers received relatively fewer citations when they were eventually published. However, hindsight reveals numerous questionable gatekeeping decisions. Of the 808 eventually published articles in our dataset, our three focal journals rejected many highly cited manuscripts, including the 14 most popular; roughly the top 2 percent. Of those 14 articles, 12 were desk-rejected. This finding raises concerns regarding whether peer review is ill--suited to recognize and gestate the most impactful ideas and research. Despite this finding, results show that in our case studies, on the whole, there was value added in peer review. Editors and peer reviewers generally--but not always-made good decisions regarding the identification and promotion of quality in scientific manuscripts.

Since its inception 15 years ago, creative self-efficacy has been identified as an important predictor of creativity, the generation of new and useful ideas. Over 50 studies examining this relationship suggest a strong, positive correlation. Nevertheless, like most research on creativity, the research on creative self-efficacy has overemphasized its generative aspects and largely ignored the evaluative aspects, both of which are critical to the production of new and useful ideas. To address this, the present effort developed a measure of idea evaluation self-efficacy. Through two studies, evidence is obtained for the construct and incremental validity of this measure. Implications and future research directions are discussed.

Analyzes data from new product development, patenting activity and venture capital experience to come up with success curves for industrial innovation. Setting expectations of those involved in industrial innovation; Importance of benchmarking one's own process against others in the industry; Calculation of future expected benefits from current innovation spending.

In this article we develop a theoretical framework for understanding creativity in complex social settings. We define organizational creativity as the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system. The starting point for our theoretical development is provided by the interactionist model of creative behavior developed by Woodman and Schoenfeldt (1989). This model and supporting literature on creative behavior and organizational innovation are used to develop an interactional framework for organizational creativity. The theoretical framework is summarized by three propositions that can effectively guide the development of testable hypotheses.

Workplace creativity exhibited by individual employees and teams is a key driver of organizational innovation and success. After briefly touching upon issues re

Abstract Novelty recognition is the crucial starting point for extracting value from the ideas generated by others. In this paper we develop an associative evaluation account for how personal and contextual factors motivate individuals to perceive novelty and creativity. We report 4 studies that systematically tested hypotheses developed from this perspective. Study 1 (a laboratory experiment) showed that perceivers regulatory focus, as an experimentally induced state, affected novelty perception. Study 2 (a field study) found that perceivers promotion focus and prevention focus, measured as chronic traits, each interacted with normative level of novelty and creativity: perceivers who scored higher on promotion focus perceived more novelty (or creativity) in novel (or creative) targets than those who scored lower, whereas perceivers who scored higher on prevention focus perceived less novelty (or creativity) in novel (or creative) targets than those who scored lower. Study 3 (a field study) showed that organizational culture affected the perception of novelty and creativity. Study 4 (a laboratory experiment) found perceiver-by-idea-by-context 3-way interaction effects: for perceivers with prevention focus, the positive relation between normative level of novelty and novelty ratings was weakened in the loss-framing condition versus the gain-framing condition. We discuss implications of the findings for future research and management practice.