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InnovationandCreativityinOrganizations:AState-of-the-ScienceReview,ProspectiveCommentary,andGuidingFrameworkNeilAndersonBrunelUniversityKristinaPotočnikUniversityofEdinburghJingZhouRiceUniversityJournalofManagementJuly20141.Theintegrativedefinition2.TheoreticalPerspectives3.Levels-of-AnalysisFramework4.MeasurementIssues5.DirectionsforFutureResearchStructure:1.TheintegrativedefinitionThecreativityreferstoideasgenerationTheinnovationreferstoimplementingideasCreativityandinnovationcanoccurattheleveloftheindividual,workteam,organization,oratmorethanoneoftheselevelscombined.truenovelandrelativenovelCreativityisoftenseenasthefirststepofinnovationthetermsroleinnovationandinnovativebehavior2.TheoreticalPerspectivesComponentialTheoryofOrganizationalCreativityandInnovationModelofIndividualCreativeActionInteractionistPerspectiveofOrganizationalCreativityTheorizingonCulturalDifferencesandCreativityFour-FactorTheoryofTeamClimateforInnovationAmbidexterityTheoryComponentialTheoryofOrganizationalCreativityandInnovationworkenvironmentscomponentscreativityexpertiseskillintrinsicmotivationmotivationresourcespractices(emprically)InteractionistPerspectiveofOrganizationalCreativityacomplexinteractionbetweentheindividualandworksituationatdifferentlevelsoforganizationtheindividuallevel:antecedentconditionscognitivestylepersonalitycontextualinfluencestheteamlevel:thegroupmembersgroupcharacteristicsteamprocessescontextualinfluencestheorganizationallevel:afunctionofbothindividualandgroupcreativityModelofIndividualCreativeActionIndividualcreativesensemakingmotivationknowledgegoalsreceptivitybeliefscapabilitybeliefsemotionsTheorizingonCulturalDifferencesandCreativityDifferentcultureshassignificantimplicationsforcreativity.paternalisticorganizationalcontrolHoworganizationalcontrolaffectsteamcreativityCulturaldiversitypromotesdivergenceinteams,anddivergenceleadstocreativityFour-FactorTheoryofTeamClimateforInnovationvision:understandable,valued,andacceptedparticipativesafety:withoutbeingjudgedorcriticizedtaskorientation:debateanddiscussionsupportforinnovationreceivedsupportfrombothprimaryandmorerecentlyfrommeta-analyticstudiesAmbidexterityTheoryexplaintheprocessofmanagingconflictingdemandsatmultipleorganizationallevelstosuccessfullyinnovate.(activemanagementandself-regulatoryprocesses)thisperspectiveholdspotentialforfuturestudies,mostnotablyintoleadershipeffectsininnovationprocessesSummaryemphasizetheroleofdifferentdeterminantsofeitherideagenerationortheimplementationofideascenterseitheronthefirststeporonthesecondstepoftheinnovationprocess;someputmoreemphasisontheteamlevelortheindividuallevelboldmultileveldesignstoexplorefactorsimplicatedinbothcreativityandinnovationacrossmultiplelevelsofanalyses3.Levels-of-AnalysisFrameworkIndividualLevelofAnalysisTeamLevelofAnalysisOrganizationalLevelofAnalysisMultilevelResearchindividualfactorstaskcontextssocialcontextsIndividualLevelofAnalysisindividualfactorstraits:theBigFivepersonalitydimensions;thecomplexrelationbetweenpersonalityandcreativitygoalorentation;managerscannurtureandpromotecreativityGoalorientations:learninggoalorientationperformanceorientationmasteryorientationvalues:guidingprinciplesinemployees’livesandaffecttheirgoalsandactionsthinkingstyles:intuitivethinkingpositively,systematicthinkingnegatively(ideasuggestion).Bothnegatively(ideaimplementation.)self-conceptsandidentity:transformationalleadershipself-efficacymultipleidentitiesknowledgeandabilitiespsychologicalstates:positiveandnegativemoodMotivationTaskContextsJobcomplexityandroutinizationGoalsandjobrequirementsrewards:unsolvedpuzzlescallformoreresearchSocialContextsLeadershipandsupervision:transactionalandtransformationalleadershipCustomerinfluencesOthersocialinfluences:Feedback,evaluation,andjustice.SocialnetworksSummaryfutureresearchneedstoinvestigatehowcontextactivatesorsuppressesthemanifestationoftraitsinrelationtocreativityandinnovation.psychologicalstatesrneedgreaterresearchattention.identifythefullrangeofindividualdifferencesandcontextualfactorsresearchonculturalpatternsofcreativityissparseTeamLevelofAnalysisteamstructureandcompositionteamclimateandprocessesleadershipstyleSummary:exploreotherimportantissuesinherentinteaminnovationpertainingtoteamclimateandleadershipasfacilitatorsofworkgroupcreativityandinnovationOrganizationalLevelofAnalysismanagement-relatedfactors:humanresourcepracticesknowledgeutilizationandnetworksstructureandstrategy:morecomplexstructuresdecentralizedstructureswithharmonizationorcommitmenttolowpowerdifferentiationsizeresourcescultureandclimateexternalenvironmentinnovationdiffusioncorporateentrepreneurship:thedemand-sideapproachoverlaporganizationalinnovationMultilevelResearchTeamStructureandIndividualInnovationTeamClimateandIndividualInnovationLeadershipandTeam/IndividualInnovation4.MeasurementIssuesattheindividualandteamlevels——survey-basedquestionnairesattheorganizationallevel——secondaryobjectivedatasources（Archivalobjectivedata）Creativity——ZhouandGeorge’s(2001)instrument(12%ofstudies),followedbythem