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| The Nagetive Side of Innovation Inorganization：A Blind Spot of Innovation |
| Zhang Jian1,2,Zhang Ying1,Wang Jianhui1 |
| 1.Donlinks School of Economics and Management, University of Science and Technology Beijing, Beijing 100083, China;2.Laboratory of Talent Evaluation of Land and Resources, Beijing 100812, China |
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Abstract The dark side of innovation have drawn increasing attention from both scholars of organizational science and practitioners of management. First, we disscussed the difference and the relationships between creativity and innovation. Second, we proposed some possible negative impacts of innovation at the individual, organizational, and societal levels. Thirdly, we discussed the reasons that could lead innovation to pruduce negative effect, including the stimulation of negative factors and the moderator variables. Finally, future research, we suggested, should therefore attempt to model both the positive and negative sides to innovation, and integrative models should encapsulate these in ways that allow them to be considered in relation to innovation antecedents, processes, and outcome.
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Received: 06 September 2016
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Corresponding Authors:
Zhang Jian
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［1］GINO F, ARIELY D. The dark side of creativity: original thinkers can be more dishonest［J］. Journal of Personality and Social Psychology, 2012, 102(3): 445-459.
［2］WEST M A. Sparkling fountains or stagnant ponds: an integrative model of creativity and innovation implementation in work groups［J］. Applied Psychology, 2002, 51(3): 355-387.
［3］ANDERSON N, DE DREU C K, NIJSTAD B A. The routinization of innovation research: a constructively critical review of the state-of-the-science［J］. Journal of organizational Behavior, 2004, 25(2): 147-173.
［4］JANSSEN O, VAN DE VLIERT E, WEST M. The bright and dark sides of individual and group innovation: a special issue introduction［J］. Journal of Organizational Behavior. 2004, 25(2): 129-145.
［5］GARCIA-MORALES V J, JIMENEZ-BARRIONUEVO M M, GUTIERREZ-GUTIERREZ L. Transformational leadership influence on organizational performance through organizational learning and innovation［J］. Journal of Business Research, 2012, 65(7): 1040-1050.
［6］JAMES K, CLARK K, CROPANZANO R. Positive and negative creativity in groups, institutions, and organizations: a model and theoretical extension［J］. Creativity Research Journal, 1999, 12(3): 211-226.
［7］ANDERSON N, GASTEIGER R M. Helping creativity and innovation thrive in organizations: functional and dysfunctional perspectives［M］. Research Companion to the Dysfunctional Workplace: Management Challenges and Symptoms, 2007: 422-440.
［8］HARRISON S, WAGNER D T. Spilling outside the box: the effects of individuals' creative behaviors at work on time spent with their spouses at home［J］. Academy of Management Journal, 2016, 59(3): 841-859.
［9］ANDERSON N R, GASTEIGER R M. Innovation and creativity in organizations: individual and work team research findings and implications for government policy［M］// B NOOTEBOOM, E STAM. Micro-foundations for innovation policy. Amsterdam/The Hague: Amsterdam University Press/WRR, 2008:249-271.
［10］ANDERSON N,POTOCNIK K,ZHOU J.Innovation and creativity in organizations a state-of-the-science review, prospective commentary, and guiding framework［J］. Journal of Management, 2014, 40(5): 1297-1333.
［11］张剑，徐金梧，王维才. 创造性组织环境研究的新进展［J］. 北京科技大学学报:社会科学版，2005,27(2):82-86.
［12］连欣，杨百寅，马月婷. 组织创新氛围对员工创新行为影响研究［J］. 管理学报，2013,10(7):985-992.
［13］SAROOGHI H, LIBAERS D, BURKEMPER A. Examining the relationship between creativity and innovation: a meta-analysis of organizational, cultural, and environmental factors［J］. Journal of Business Venturing, 2015, 30(5): 714-731.
［14］BAER M. Putting creativity to work: the implementation of creative ideas in organizations［J］. Academy of Management Journal, 2012, 55(5): 1102-1119.
［15］AMABILE T M, PILLEMER J. Perspectives on the social psychology of creativity［J］. The Journal of Creative Behavior, 2012, 46(1): 3-15.
［16］HIRST G, VAN KNIPPENBERG D, ZHOU J. A cross-level perspective on employee creativity: goal orientation, team learning behavior, and individual creativity［J］. Academy of Management Journal, 2009, 52(2): 280-293.
［17］JANSSEN O. Job demands, perceptions of effort-reward fairness and innovative work behaviour［J］. Journal of Occupational and Organizational Psychology,2000, 73(3): 287-302.
［18］ROSING K, FRESE M, BAUSCH A. Explaining the heterogeneity of the leadership-innovation relationship: ambidextrous leadership［J］. The Leadership Quarterly, 2011, 22(5): 956-974.
［19］PAULUS P. Groups, teams, and creativity: the creative potential of idea-generating groups［J］. Applied Psychology, 2000, 49(2): 237-262.
［20］ZALTMAN G, DUNCAN R, HOLBEK J. Innovations and organizations［M］. New York: Wiley, 1973.
［21］SHALLEY C E, ZHOU J. Handbook of organizational creativity［M］. Hillsdale, NJ: Lawrence Erlbaum, 2008.
［22］YUAN F, WOODMAN R W. Innovative behavior in the workplace: the role of performance and image outcome expectations［J］. Academy of Management Journal, 2010, 53(2): 323-342.
［23］LEVITT T. Creativity is not enough［J］. Harvard Business Review, 2002, 80(8): 137-145.
［24］温志毅. 工作绩效的四因素结构模型［J］. 首都师范大学学报：社会科学版，2005(5): 105-111.
［25］MIRON E, EREZ M, NAVEH E. Do personal characteristics and cultural values that promote innovation, quality, and efficiency compete or complement each other［J］. Journal of Organizational Behavior, 2004, 25(2): 175-199.
［26］BINNEWIES C, WORNLEIN S C. What makes a creative day? a diary study on the interplay between affect, job stressors, and job control［J］. Journal of Organizational Behavior, 2011, 32(4): 589-607.
［27］SCHULDBERG D. Six subclinical spectrum traits in normal creativity［J］. Creativity Research Journal, 2001, 13(1): 5-16.
［28］AVERILL J R, NUNLEY E P. Grief as an emotion and as a disease: a social-constructionist perspective［J］. Journal of Social Issues,1988, 44(3): 79-95.
［29］BEAUSSART M L, ANDREWS C J, KAUFMAN J C. Creative liars: the relationship between creativity and integrity［J］. Thinking Skills and Creativity, 2013, 9: 129-134.
［30］HART P M, COOPER C L. Occupational stress: toward a more integrated framework［J］. Handbook of Industrial, Work and Organizational Psychology, 2001, 2: 93-114.
［31］SHALLEY C E, GILSON L L, BLUM T C. Matching creativity requirements and the work environment: effects on satisfaction and intentions to leave［J］. Academy of Management Journal, 2000, 43(2): 215-223.
［32］WEST M, BORRILL C A, UNSWORTH K L. Team effectiveness in organizations［M］// International review of industrial and organizational psychology. New York: Wiley, 1998.
［33］JANSSEN O. Innovative behaviour and job involvement at the price of conflict and less satisfactory relations with co-workers［J］. Journal of Occupational and Organizational Psychology, 2003, 76(3): 347-364.
［34］JEHN K A, NORTHCRAFT G B, NEALE M A. Why differences make a difference: a field study of diversity, conflict and performance in workgroups［J］. Administrative Science Quarterly, 1999, 44(4): 741-763.
［35］DE DREU C K. When too little or too much hurts: evidence for a curvilinear relationship between task conflict and innovation in teams［J］. Journal of Management, 2006, 32(1): 83-107.
［36］FLORIDA R. The rise of the creative class, and how it is transforming work, leisure, community and everyday life［M］.New York: Basic Books, 2002.
［37］BLEDOW R, ROSING K, FRESE M. A dynamic perspective on affect and creativity［J］. Academy of Management Journal,2013, 56(2): 432-450.
［1］GINO F, ARIELY D. The dark side of creativity: original thinkers can be more dishonest［J］. Journal of Personality and Social Psychology, 2012, 102(3): 445-459.
［2］WEST M A. Sparkling fountains or stagnant ponds: an integrative model of creativity and innovation implementation in work groups［J］. Applied Psychology, 2002, 51(3): 355-387.
［3］ANDERSON N, DE DREU C K, NIJSTAD B A. The routinization of innovation research: a constructively critical review of the state-of-the-science［J］. Journal of organizational Behavior, 2004, 25(2): 147-173.
［4］JANSSEN O, VAN DE VLIERT E, WEST M. The bright and dark sides of individual and group innovation: a special issue introduction［J］. Journal of Organizational Behavior. 2004, 25(2): 129-145.
［5］GARCIA-MORALES V J, JIMENEZ-BARRIONUEVO M M, GUTIERREZ-GUTIERREZ L. Transformational leadership influence on organizational performance through organizational learning and innovation［J］. Journal of Business Research, 2012, 65(7): 1040-1050.
［6］JAMES K, CLARK K, CROPANZANO R. Positive and negative creativity in groups, institutions, and organizations: a model and theoretical extension［J］. Creativity Research Journal, 1999, 12(3): 211-226.
［7］ANDERSON N, GASTEIGER R M. Helping creativity and innovation thrive in organizations: functional and dysfunctional perspectives［M］. Research Companion to the Dysfunctional Workplace: Management Challenges and Symptoms, 2007: 422-440.
［8］HARRISON S, WAGNER D T. Spilling outside the box: the effects of individuals' creative behaviors at work on time spent with their spouses at home［J］. Academy of Management Journal, 2016, 59(3): 841-859.
［9］ANDERSON N R, GASTEIGER R M. Innovation and creativity in organizations: individual and work team research findings and implications for government policy［M］// B NOOTEBOOM, E STAM. Micro-foundations for innovation policy. Amsterdam/The Hague: Amsterdam University Press/WRR, 2008:249-271.
［10］ANDERSON N,POTOCNIK K,ZHOU J.Innovation and creativity in organizations a state-of-the-science review, prospective commentary, and guiding framework［J］. Journal of Management, 2014, 40(5): 1297-1333.
［11］张剑，徐金梧，王维才. 创造性组织环境研究的新进展［J］. 北京科技大学学报:社会科学版，2005,27(2):82-86.
［12］连欣，杨百寅，马月婷. 组织创新氛围对员工创新行为影响研究［J］. 管理学报，2013,10(7):985-992.
［13］SAROOGHI H, LIBAERS D, BURKEMPER A. Examining the relationship between creativity and innovation: a meta-analysis of organizational, cultural, and environmental factors［J］. Journal of Business Venturing, 2015, 30(5): 714-731.
［14］BAER M. Putting creativity to work: the implementation of creative ideas in organizations［J］. Academy of Management Journal, 2012, 55(5): 1102-1119.
［15］AMABILE T M, PILLEMER J. Perspectives on the social psychology of creativity［J］. The Journal of Creative Behavior, 2012, 46(1): 3-15.
［16］HIRST G, VAN KNIPPENBERG D, ZHOU J. A cross-level perspective on employee creativity: goal orientation, team learning behavior, and individual creativity［J］. Academy of Management Journal, 2009, 52(2): 280-293.
［17］JANSSEN O. Job demands, perceptions of effort-reward fairness and innovative work behaviour［J］. Journal of Occupational and Organizational Psychology,2000, 73(3): 287-302.
［18］ROSING K, FRESE M, BAUSCH A. Explaining the heterogeneity of the leadership-innovation relationship: ambidextrous leadership［J］. The Leadership Quarterly, 2011, 22(5): 956-974.
［19］PAULUS P. Groups, teams, and creativity: the creative potential of idea-generating groups［J］. Applied Psychology, 2000, 49(2): 237-262.
［20］ZALTMAN G, DUNCAN R, HOLBEK J. Innovations and organizations［M］. New York: Wiley, 1973.
［21］SHALLEY C E, ZHOU J. Handbook of organizational creativity［M］. Hillsdale, NJ: Lawrence Erlbaum, 2008.
［22］YUAN F, WOODMAN R W. Innovative behavior in the workplace: the role of performance and image outcome expectations［J］. Academy of Management Journal, 2010, 53(2): 323-342.
［23］LEVITT T. Creativity is not enough［J］. Harvard Business Review, 2002, 80(8): 137-145.
［24］温志毅. 工作绩效的四因素结构模型［J］. 首都师范大学学报：社会科学版，2005(5): 105-111.
［25］MIRON E, EREZ M, NAVEH E. Do personal characteristics and cultural values that promote innovation, quality, and efficiency compete or complement each other［J］. Journal of Organizational Behavior, 2004, 25(2): 175-199.
［26］BINNEWIES C, WORNLEIN S C. What makes a creative day? a diary study on the interplay between affect, job stressors, and job control［J］. Journal of Organizational Behavior, 2011, 32(4): 589-607.
［27］SCHULDBERG D. Six subclinical spectrum traits in normal creativity［J］. Creativity Research Journal, 2001, 13(1): 5-16.
［28］AVERILL J R, NUNLEY E P. Grief as an emotion and as a disease: a social-constructionist perspective［J］. Journal of Social Issues,1988, 44(3): 79-95.
［29］BEAUSSART M L, ANDREWS C J, KAUFMAN J C. Creative liars: the relationship between creativity and integrity［J］. Thinking Skills and Creativity, 2013, 9: 129-134.
［30］HART P M, COOPER C L. Occupational stress: toward a more integrated framework［J］. Handbook of Industrial, Work and Organizational Psychology, 2001, 2: 93-114.
［31］SHALLEY C E, GILSON L L, BLUM T C. Matching creativity requirements and the work environment: effects on satisfaction and intentions to leave［J］. Academy of Management Journal, 2000, 43(2): 215-223.
［32］WEST M, BORRILL C A, UNSWORTH K L. Team effectiveness in organizations［M］// International review of industrial and organizational psychology. New York: Wiley, 1998.
［33］JANSSEN O. Innovative behaviour and job involvement at the price of conflict and less satisfactory relations with co-workers［J］. Journal of Occupational and Organizational Psychology, 2003, 76(3): 347-364.
［34］JEHN K A, NORTHCRAFT G B, NEALE M A. Why differences make a difference: a field study of diversity, conflict and performance in workgroups［J］. Administrative Science Quarterly, 1999, 44(4): 741-763.
［35］DE DREU C K. When too little or too much hurts: evidence for a curvilinear relationship between task conflict and innovation in teams［J］. Journal of Management, 2006, 32(1): 83-107.
［36］FLORIDA R. The rise of the creative class, and how it is transforming work, leisure, community and everyday life［M］.New York: Basic Books, 2002.
［37］BLEDOW R, ROSING K, FRESE M. A dynamic perspective on affect and creativity［J］. Academy of Management Journal,2013, 56(2): 432-450. |
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