J
John E. Sawyer
Researcher at University of Delaware
Publications - 30
Citations - 5908
John E. Sawyer is an academic researcher from University of Delaware. The author has contributed to research in topics: Organizational learning & Personal knowledge management. The author has an hindex of 14, co-authored 30 publications receiving 5540 citations. Previous affiliations of John E. Sawyer include University of Illinois at Urbana–Champaign & Texas A&M University.
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Toward a Theory of Organizational Creativity
TL;DR: In this paper, a theoretical framework for understanding creativity in complex social settings is developed, based on the interactionist model of creative behavior developed by Woodman and Schoenfeldt (1989).
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Virtualness and knowledge in teams: managing the love triangle of organizations, individuals, and information technology
TL;DR: The dynamics of knowledge development and transfer in more and less virtual teams are illustrated by illustrating the possibility that information technology plays the role of a jealous mistress when it comes to the development and ownership of valuable knowledge in organizations.
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Goal and Process Clarity: Specification of Multiple Constructs of Role Ambiguity and a Structural Equation Model of Their Antecedents and Consequences
TL;DR: In this article, the authors present a reconceptualiz ation of the role ambiguity construct that includes multiple constructs, such as the extent to which an individual's work goals and responsibilities are clearly communicated and the degree to which the individual understands the processes required to achieve those goals.
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Decision performance and diversity structure: Comparing faultlines in convergent, crosscut, and racially homogeneous groups
TL;DR: In this paper, the authors investigate the impact of race and job function diversity on group decision accuracy in three-person groups and show that crosscut diversity structure, where racial and job-function subgroup boundaries are crossed, weakened faultlines, enhanced information sharing and improved decision-making.
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Fairness and Participation in Evaluation Procedures: Effects on Task Attitudes and Performance
TL;DR: In this article, the role of participatory work evaluation procedures on fairness attitudes and work performance was examined in a business simulation exercise, where participants were either provided with specific information about the criteria to be used in making the performance evaluation, and they received either a favorable or an unfavorable outcome.