Author
William J. Lyddon
Bio: William J. Lyddon is an academic researcher. The author has contributed to research in topics: Creativity & Social psychology (sociology). The author has an hindex of 1, co-authored 1 publications receiving 788 citations.
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Journal Article•
914 citations
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TL;DR: In this article, the authors address four related issues related to exploration and exploitation in organizational adaptation research, and propose a framework to address them in the context of organizational adaptation and exploitation.
Abstract: Exploration and exploitation have emerged as the twin concepts underpinning organizational adaptation research, yet some central issues related to them remain ambiguous. We address four related que...
2,832 citations
TL;DR: The Componential Theory of Organizational Creativity and Innovation (CTI) as mentioned in this paper defines the factors that determine a person's creativity and also shows how the work environment can influence individual creativity.
Abstract: Creativity in all fields, including business, flourishes under intrinsic motivation—the drive to do something because it is interesting, involving, exciting, satisfying, or personally challenging This article presents the Componential Theory of Organizational Creativity and Innovation, which defines the factors—including intrinsic motivation—that determine a person's creativity This article also shows how the work environment can influence individual creativity
1,924 citations
TL;DR: In this article, the authors ask specifically what kinds of motivation are needed to generate and transfer tacit knowledge, as opposed to explicit knowledge, for knowledge generation and transfer in an organizational form.
Abstract: Employees are motivated intrinsically as well as extrinsically. Intrinsic motivation is crucial when tacit knowledge in and between teams must be transferred. Organizational forms enable different kinds of motivation and have different capacities to generate and transfer tacit knowledge. Since knowledge generation and transfer are essential for a firm's sustainable competitive advantage, we ask specifically what kinds of motivation are needed to generate and transfer tacit knowledge, as opposed to explicit knowledge.
1,805 citations
TL;DR: In this article, the authors developed and tested a theory of how human resource practices affect the organizational social climate conditions that facilitate knowledge exchange and combination and resultant resultant knowledge creation and integration.
Abstract: In this study, we developed and tested a theory of how human resource practices affect the organizational social climate conditions that facilitate knowledge exchange and combination and resultant ...
1,778 citations
TL;DR: In this article, the authors explored how affect relates to creativity at work using both quantitative and qualitative longitudinal data from the daily diaries of 222 employees in seven companies, and examined the nature, form, and temporal dynamics of the affect-creativity relationship.
Abstract: This study explored how affect relates to creativity at work. Using both quantitative and qualitative longitudinal data from the daily diaries of 222 employees in seven companies, we examined the nature, form, and temporal dynamics of the affect-creativity relationship. The results indicate that positive affect relates positively to creativity in organizations and that the relationship is a simple linear one. Time-lagged analyses identify positive affect as an antecedent of creative thought, with incubation periods of up to two days. Qualitative analyses identify positive affect as a consequence of creative thought events, as well as a concomitant of the creative process. A preliminary theory of the affect-creativity cycle in organizations includes each of these links and proposes mechanisms by which they may operate.
1,743 citations