This book reflects on the increasing variety of perspectives in organizational innovation research, paying attention to the antecedents, but also to the outcomes, of innovation. Some chapters analyze the ‘dark side’ of innovation, including the potential negative consequences of innovative behaviors, or of defying the innovation maximization fallacy. Others explicitly consider affective responses after innovation efforts, and assume that positive or negative effects rely on the context in which innovations occur, and on the way in which people manage the process of innovation.
Several contributions adopt the dialectic approach by considering the multiple pathways and mechanisms that could lead to innovation at organizations. Most of the chapters include the interaction of actors’ characteristics (from employees or teams) together with situational constraints from the task or the social context, and outline the relevance of processes like team learning; motivation variables like basic need satisfaction; congruence of motives or meaningfulness at work; dynamics of communication networks; and affective variables.
This edited collection offers a rich picture of current research and management trends in the field and contributes constructively toward promoting the dialectic perspective on creativity and innovation in the workplace. This book was originally published as a special issue of the European Journal of Work and Organizational Psychology.
Table of Contents
Introduction – Studying innovation in organizations: a dialectic perspective 1. A constructively critical review of change and innovation-related concepts: towards conceptual and operational clarity 2. Creative and innovative performance: a meta-analysis of relationships with task, citizenship, and counterproductive job performance dimensions 3. When the fire dies: Perceived success and support for innovation shape the motivating potential of innovative work behaviour 4. How does creativity at work influence employee’s positive affect at work? 5. Who will be on my side? The role of peers’ achievement motivation in the evaluation of innovative ideas 6. Leaned teamwork fattens workplace innovation: the relationship between task complexity, team learning and team proactivity 7. Uncovering the dark side of innovation: the influence of the number of innovations on work teams’ satisfaction and performance 8. The influence of friendship and communication network density on individual innovative behaviours: a multilevel study 9. Engaged teams deliver better service performance in innovation climates
José Ramos is Professor of Work and Organizational Psychology and Head of the Department of Social Psychology at the University of Valencia, Spain. He is a member of the IDOCAL Research Institute and IVIE. He was previously Dean of the Faculty of Psychology at the University of Valencia (2006–2012), and a member of EAWOP Executive Committee from 2015.
Neil Anderson is Professor of Human Resources Management and Organizational Psychology at Brunel Business School, Brunel University, London, UK. He is Director of Research for both the HRM-OB Research Group and the Innovation, Diversity, Employment, and Law Interdisciplinary Centre; and a past member of the EAWOP Executive Committee.
José M. Peiró is Professor of Work and Organizational Psychology in the Faculty of Psychology at the University of Valencia, Spain. He is Director of the Research Institute on Human Resources Psychology and IVIE. He was President of the International Association of Applied Psychology (2011–2014), and of EAWOP (1995–1997), and Associate Editor of the European Journal of Work and Organizational Psychology (1993–2005).
Fred Zijlstra is Professor of Work and Organizational Psychology at Maastricht University, The Netherlands. He is also the Scientific Director of the Institute of Inclusive Organisations. He was the Editor of the European Journal of Work and Organizational Psychology from 1999 to 2006.