This paper aims to understand the mediating role of general self-efficacy in the effect of environment supports (work and none work environments) on individual creativity in Palestinian SMEs. ...Respondents for this paper are 247 of employees and owners in small and medium enterprises (SMEs) in North West Bank- Palestine. The findings show that work and non-work environments are significantly directly influenced on GSE, while, not directly influenced individual creativity. In addition, the results show that general self-efficacy plays a significant mediating role in enhancing the effect of environment supports on individual creativity in the Palestinian SMEs.
Editor's Note Gilbert, Nora
Studies in the novel,
12/2017, Letnik:
49, Številka:
4
Journal Article
Recenzirano
Under her creative and thoughtful direction, the journal entered into an exciting new partnership with Johns Hopkins University Press, increased and vastly improved its online presence, was given a ...design overhaul and new look, updated and expanded its editorial board, and was brought into the twenty-first century in terms of its operations and submissions practices. On a personal note, I am extremely grateful for all the guidance and support Stephanie has given me over the years as I have progressed from the journal’s book review editor to associate editor to my new role as editor-in-chief.
We systematically review the concept and main characteristics of everyday creativity. First, we highlight the fact that a comprehensive definition of everyday creativity is still missing. The ...evidence reveals that the lack of a single approach for assessing everyday creative outcomes has led to an ambiguous understanding of this concept. Therefore, we propose a complementary perspective to define everyday creativity moving toward a broader comprehension of the construct. Second, we identify and analyze the main proprieties of everyday creativity in order to clearly distinguish it from big‐c creativity, genius kind of creativity; thereby offering a more complete explanation of the concept. Last, we outline pathways for future research, emphasizing the potential of everyday creativity studies to intersect between multiple fields.
This study explores how and when ethical leadership predicts three forms of team-level creativity, namely team creativity, average of member creativity, and dispersion of member creativity. The ...results, based on 230 members of 44 knowledge work teams from Chinese organizations, showed that ethical leadership was positively related to team creativity and average of member creativity but was negatively related to dispersion of member creativity. Consistent with the predictions of uncertainty reduction theory, psychological safety climate mediated the relationship between ethical leadership and the three forms of team-level creativity. Furthermore, supervisor support for creativity positively moderated the effect of ethical leadership on psychological safety climate and the indirect effects of ethical leadership on the three forms of team-level creativity through psychological safety climate. The analysis offers significant theoretical and practical implications on ethical leadership and creativity in organizations.
Understanding the receiving side of creativity has both scientific and practical value. Creativity can add value to organizations after it is perceived, evaluated, and eventually adopted. In this ...paper, we review four decades of empirical research on the receiving side of creativity scattered across several business and social science fields. A comprehensive framework surfaces out of our review, indicating four groups of factors affecting the evaluation and adoption of creativity, namely, characteristics of target, creator, perceiver, and context. Although the receiving side of creativity has received far less attention than the generative side in management literature, vibrant research efforts in other scientific fields have built a solid foundation to understand creativity receiving in the workplace. We call for more studies on this important topic and discuss how future research could contribute to its development by advancing conceptual clarity, methodological precision, and integration between theories, disciplines, and different sides of the creative process.
We propose that supervisors' own level of creativity is a core component of effective leadership that can be associated with subordinates' self-concept and creativity. Specifically, drawing on the ...identity theory framework, and role identity theory in particular, we argue that subordinates' creative role identity is an important underlying mechanism in the relationship between supervisors' level of creativity and their subordinates' creativity. Using a sample of 443 employees working with 44 supervisors in an IT firm, we hypothesized and found support for a moderated mediation model. There was a positive indirect relationship between supervisors' creativity and their subordinates' creativity via the subordinates' creative role identity, and this indirect relationship was stronger when employees perceived higher levels of organizational support for creativity.
Creativity has become an essential skill in today's competitive business environment, leading to the expansion of the notion of "creative workspace" beyond traditionally creative industries. Despite ...growing managerial interest in creating organizational spaces that support creativity and innovation, little is known about how these spaces affect and are affected by creative work. In this dissertation, I examine creativity and its underlying processes of collaboration and learning by foregrounding the effects of work environment. The first study is a qualitative study in makerspaces - shared workspaces with communal resources - investigating how developing creative projects in a space shared with other independent creators influence creators' experiences and their projects. I theorize the ways in which the copresence of multiple independent creative processes affects the creators' perceptions of themselves and their work, and, consequently, the collective experience in the makerspace. The second study focuses on how organizations use spaces to harness their members' personal interests for creativity, innovation, and learning. Based on a qualitative investigation at two design agencies, I uncover two distinct ways organizations and their members co-create spaces for exploration and play by negotiating their diverging needs and interests. In the final chapter, I review and synthesize research on physical space and creative work and propose an agenda for future research on creative workspaces.
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