Subjects: Psychology >> Management Psychology submitted time 2024-03-28
Abstract： Amidst intense competition, the precise recognition of innovative solutions aligned with the enterprise’s needs emerges as paramount for a company’s survival and growth. Decision-makers’ creativity recognition holds a central position in the literature on organizational creativity and innovation. However, existing studies often overlook the substantial impact of competition, leaving decision-makers’ cognitive biases and the underlying mechanisms unexplored. Consequently, research findings lack the explanatory power necessary for real-world phenomena. Within the corporate innovation process, decision-makers frequently engage in prolonged competition with closely matched opponents, transforming routine competition into enduring rivalry. Acknowledging this context, the current project adopts a relational competition perspective to investigate how the rivalry between decision-makers influences the accuracy of creativity recognition for both parties. Employing a mixed-method approach, encompassing laboratory experiments, field studies, and archival analysis across four studies, the project explores the nuanced effects of rivalry on decision-makers’ creativity recognition. Furthermore, the project seeks to unveil the mediating roles of cognitive processing depth and breadth paths while examining the boundary conditions. Leveraging the rivalry perspective, this project sheds new light on decision-makers’ cognitive biases in creativity recognition and the underlying mechanisms contributing to these biases. In terms of practical implications, this project can also assist decision-makers in comprehending and mitigating biases effectively.
Subjects: Psychology >> Industrial Psychology submitted time 2018-11-19
Abstract： As one of the major limitations in organizational creativity and innovation research, much endeavor has been focused on idea generation rather than on idea recognition. Recognizing creative ideas among many options is the most crucial stage in the long process of organizational innovation, and contributes more to its success than generating ideas does. The critical role of decision maker’s mental model—the knowledge and belief structure that individuals use to describe, interpret, predict outside world, and to make judgment and decisions—on idea recognition has yet been examined. By adopting Csikszentmihalyi’s (1988, 1999) system view of creativity, the current study aims a) to demonstrate the difference in idea recognition accuracy between decision makers holding a fixed mindset or a growth mindset; b) to reveal the mediating effect of decision makers’ uncertainty tolerance decision makers; and c) to investigate the moderating effects of idea features and the pattern of organizational innovation practice. The current study contributes to organizational creativity and innovation literature by introducing a new perspective to this field. Also, decision makers can gain insight on how to avoid costly mistakes by reflecting on and modifying mental models of their own."
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