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...

/pdf/the-interplay-between-exploration-and-exploitation-1zlrgstdkw.pdf

The interplay between exploration and exploitation

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

Motivating Creativity in Organizations: On Doing What You Love and Loving What You Do

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.

/pdf/motivation-knowledge-transfer-and-organizational-forms-2qmh3md2ns.pdf

Motivation, Knowledge Transfer, and Organizational Forms

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 ...

Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms

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.

William J. Lyddon

Papers

Creativity in Context: Update to "The Social Psychology of Creativity"