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AbstractResearchers establish that rewards play an important role in shaping employees' creative behaviors. However, little is known about the underlying mechanisms that transmit the effects of rewards for creativity on different types of creative behaviors. Drawing on the sense making perspective, this study identifies unique mediators and moderators of reward—creativity relationship. The results of this survey‐based study, comprising of 220 independent employee ‐ supervisor dyads, suggested that enjoyment in the activity mediated the relationship between intrinsic rewards and radical creative behaviors. Moreover, the interactional effects of extrinsic rewards and their perceived importance on creative behaviors were mediated through perceptions of climate for innovation. These results provide important insights and guide managers in promoting distinct types of creative behaviors.

This study explores team-level mechanisms linking team regulatory focus and team creativity. Drawing on the team self-regulation perspective and regulatory fit theory, the mediating roles of team exploratory and exploitative learning and the moderating effect of team bureaucracy were examined. Team-level analyses conducted on data captured from the leaders and members of 135 teams. The results showed that team exploratory learning mediates the relationship between team promotion focus and team radical creativity, whereas team exploitative learning mediates the relationship between team prevention focus and incremental creativity. Furthermore, the team bureaucratic context, including centralization and formalization, moderated the indirect relationship between team regulatory focus and team creativity. The findings improve understanding of why team regulatory focus differentially contributes to team radical and incremental creativity. The findings also provide meaningful insight into the role of team bureaucracy in the team regulatory focus–team creativity relationship.

Innovation, as the key concern of sustainable human resource management, is one of the motivators of the sustainable development of organizations. However, past literature believes that innovation may be hindered by the organizational political climate. Based on the self-determination theory, this study proposes a new perspective to transfer the effect of this climate on innovation through the mediating role of cynicism and the moderating role of personal trait regulatory focus. Findings from 341 seven-point Likert survey questionnaires of employees in a Chinese automobile enterprise revealed that: first, the organizational political climate (expect interpersonal relationships) negatively predicted radical creativity and incremental creativity ; second, organizational cynicism mediates the negative relationship between the organizational political climate and radical creativity and incremental creativity ; third, the mediating effect of the organizational cynicism relationship between the organizational political climate and dualistic creativity could be affected by the personal trait regulatory focus. This study fills the gap in the relationship between organizational political climate and innovation. Additionally, this study proposes several suggestions for the practitioners and further research.

While narcissism is commonly regarded as a dark personality trait associated with many negative outcomes, it also carries potential benefits. How to suppress the negative aspects of narcissism and promote its benefits has important implications for both scholars and practitioners. This study proposes two managerial practices (i.e. promotions based on relative performance and empowering leadership) that motivate employees with high narcissism to bring benefits to the workplace. Drawing on expectancy theory, we theorize that narcissism, promotions based on relative performance, and empowering leadership each influence valence, instrumentality, and expectancy, respectively, thereby driving diverse information searching, which indirectly increases radical and incremental creativity. The results of a multi-time and multi-source field study of 462 employees on 88 teams indicate that narcissism is positively associated with diverse information searching when team leaders evaluate promotions based on relative performance and empower narcissistic employees. Moreover, there is an indirect relationship between a three-way interaction (i.e. narcissism × promotions based on relative performance × empowering leadership) and radical and incremental creativity via diverse information searching. We conclude by discussing the theoretical and practical implications of these findings, offering insights into more effective management of employees with high narcissism at work.

It has long been an interest of researchers in economics, sociology, organization studies, and economic geography to understand how firms innovate. Most recently, this interest has begun to examine the micro-processes of work and organization that sustain social creativity, emphasizing the learning and knowing through action when social actors and technologies come together in 'communities of practice'; everyday interactions of common purpose and mutual obligation. These communitiesare said to spark both incremental and radical innovation.In the book, leading international scholars critically

PurposeThis study, based on motivated information processing theory and theories of leadership (contingency and functional), investigates how servant leadership (SL) could be an effective leadership style for employee creative deviance engagement (CDE) to foster radical (RC) and incremental creativity (IC) in two different goal-oriented organizations: learning (LGO) and performance (PGO) goal-oriented organizations.Design/methodology/approachThis study employed descriptive and comparative approaches and surveyed two sources (leaders and team members). Using multi-source data involving 486 LGO-based and 498 PGO-based employee–supervisor dyads from 104 LGO-based and 104 PGO-based high-tech firms in China, the authors distinguish comparative support for assumed hypotheses by using the Monte Carlo simulation technique for the indirect effects and Mplus for multilevel path analysis.FindingsThe study outcomes found that SL transmits the effects of employee CDE directly and nurtures RC and IC indirectly. It identified that an organization's LGO strengthens the direct and indirect relationships between SL and creativity via employee's CDE when the organization's LGO is high. However, an organization's PGO strengthens the direct relationship when it's low and strengthens the indirect link between SL and IC when it's high. In addition, the organization's PGO demonstrated an insignificant effect on the indirect relationship between SL and RC.Originality/valueThis study is the first to verify SL as the specific leadership style for responding employee's CDE and identify its distinctive effects on RC and IC. Additionally, there has been no effort to associate SL with employee's CDE for nurturing distinctive types of creativity under the different organizational dispositions (LGO and PGO).

"5-part process that will transform your organization-or your career-into a non-stop creativity juggernaut We live in an era when business cycles are measured in months, not years. The only way to sustain long term innovation and growth is through creativity-at all levels of an organization. Disciplined Dreaming shows you how to create profitable new ideas, empower all your employees to be creative, and sustain your competitive advantage over the long term. Linkner distills his years of experience in business and jazz - as well as hundreds of interviews with CEOs, entrepreneurs, and artists - into a 5-step process that will make creativity easy for you and your organization. The methodology is simple, backed by proven results. Empowers individuals, teams, and organizations to meet creative challenges posed by the marketplace. Turns the mystery of creativity into a simple-to-use process. Shows how creativity can be used for everything from innovative, game-shifting breakthroughs to incremental advances and daily improvements to business processes. Offers dozens of practical exercises, thought-starters, workouts to grow "creative muscles," and case studies. Disciplined Dreaming shows even the stuffiest corporate bureaucracies how to cultivate creativity in order to become more competitive in today's shifting marketplace."--

AbstractMany companies have become aware of the importance of green creativity for sustainable development in the face of an increasingly critical global environmental situation. As employee's green creativity serves as an important foundation for corporate green creativity, we divide green creativity at the employee level into green incremental and radical creativity and construct a theoretical framework to assess the effects of corporate environmental ethics on these two types of green creativity. We distribute 195 valid leader–employee matching questionnaires to a variety of companies in China. We find that corporate environmental ethics has a positive effect on both incremental and radical green creativity. Furthermore, we discover that employee environmental commitment partially mediates the association between corporate environmental ethics and the two types of green creativity identified above. Sustainable human resources management (HRM) plays a moderating role between corporate environmental ethics and environmental commitment and moderates the indirect effects of corporate environmental ethics on the two types of green creativity through the promotion of environmental commitment. These findings suggest that companies should improve their corporate environmental ethics and sustainable HRM to encourage employees to enhance their own environmental commitment and, in turn, increase their green incremental and radical creativity levels. Our study has significant implications for enhancing business innovation and achieving sustainable development. Finally, we also address the theoretical and practical implications of our findings.

Cover -- Dedication -- Title Page -- Contents -- Abbreviations -- 1. Introduction -- I. The 'Judicialisation Turn' in International Law -- II. Arguments -- III. Legal Interpretation as a Form of Argumentation -- IV. Scope and Limits of the Book -- V. Book Outline -- 2. Courts and the Argumentation of International Law -- I. A Legal Realist Perspective on Courts -- II. Discretion in Legal Interpretation -- A. Rule-Bound Justification -- B. Choosing between Competing Courses of Action -- III. Courts' Argumentation: Between Logic and Persuasion -- IV. Governing Judicial Decisions -- A. Following Judicial Decisions: An Internal Perspective -- B. Judicial Decisions as a Sufficient Basis of Justification in the Practice of International Criminal Law? -- 3. Rethinking Judicial Decisions beyond Formal Architectures -- I. Genesis and Historical Development of International Criminal Law: A Plurality of Courts -- II. General Effects of Regime Development -- III. The Seeds of Universalism -- IV. National Courts and International Crimes -- V. Approaching Judicial Decisions in National Adjudication -- VI. Courts Citing Judicial Decisions: An Interim Evaluation -- 4. The Entrapment of Judicial Decisions -- I. Citing Judicial Decisions as a Structuring Device: Incrementalism versus Revisionism -- II. The Road Towards the Stabilisation of Interpretive Outcomes -- A. Interpreting 'Protected Group' in Genocide Cases -- B. Discretion in the Interpretive Practices of 'Protected Group' -- C. Accepting Interpretive Outcomes: The Import of the ICC Statute -- D. Interpretation as an Incremental Process of Content Formation -- III. Deferring to the International Acquis: The Role of National Courts in Interpreting 'Protected Group' -- IV. From Stabilisation to Perfect Alignment of Interpretive Outcomes: The Case of 'Armed Conflict'.