Lovable fools and creativity in teams

IF 3.7 3区管理学 Q2 MANAGEMENT

Creativity and Innovation Management Pub Date : 2023-10-05 DOI:10.1111/caim.12575

Jun Ma, Bin Zhao, Jiani Yan, Christopher D. Zatzick

引用次数: 0

Abstract

Although employees with low task performance are typically perceived as outcasts in organizations, one group of such employees has the potential to generate positive outcomes. We seek to understand how lovable fools (i.e., individuals with low task performance and high contextual performance) influence creativity within teams. Specifically, we study the countervailing effects of increased psychological safety and decreased useful feedback as mediators of the relationship between the perceived existence of lovable fools in a team and individual and team creativity. We conduct two studies using individual and team-level analyses to examine the hypothesized direct and indirect effects. Our findings support a positive relationship between perceived existence of lovable fools and individual/team creativity through increased psychological safety, even after accounting for the effects of reduced useful feedback provided by lovable fools. The theoretical and practical implications of these findings are discussed.

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可爱的傻瓜和团队的创造力

尽管任务表现不佳的员工通常被认为是组织中的弃儿，但其中一组员工有可能产生积极的结果。我们试图了解可爱的傻瓜（即任务表现低、情境表现高的人）如何影响团队中的创造力。具体来说，我们研究了心理安全感的增加和有用反馈的减少的抵消效应，作为团队中可爱傻瓜的存在与个人和团队创造力之间关系的中介。我们使用个人和团队层面的分析进行了两项研究，以检验假设的直接和间接影响。我们的研究结果支持，即使考虑到可爱的傻瓜提供的有用反馈减少的影响，可爱的傻瓜的存在与个人/团队创造力之间的积极关系也会通过提高心理安全性来实现。讨论了这些发现的理论和实践意义。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Creativity and Innovation Management MANAGEMENT-

CiteScore

7.70

自引率

11.40%

发文量

期刊介绍： Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.