10.4324 9780203732427 Previewpdf

Creativity and Innovation in
Organizations
This book reflects on the increasing variety of perspectives in organizational innovation research, paying attention to the
antecedents, but also to the outcomes, of innovation. Some chapters analyze the ‘dark side’ of innovation, including the
potential negative consequences of innovative behaviours, or of defying the innovation maximization fallacy. Others explic-
itly consider affective responses after innovation efforts, and assume that positive or negative effects rely on the context in
which innovations occur, and on the way in which people manage the process of innovation.
Several contributions adopt the dialectic approach by considering the multiple pathways and mechanisms that could lead
to innovation at organizations. Most of the chapters include the interaction of actors’ characteristics (from employees or
teams) together with situational constraints from the task or the social context, and outline the relevance of processes like
team learning; motivation variables like basic need satisfaction; congruence of motives or meaningfulness at work; dynamics
of communication networks; and affective variables.
This edited collection offers a rich picture of current research and management trends in the field and contributes
constructively toward promoting the dialectic perspective on creativity and innovation in the workplace.
This book was originally published as a special issue of the European Journal of Work and Organizational Psychology.
José Ramos is Professor of Work and Organizational Psychology and Head of the Department of Social Psychology at the
University of Valencia, Spain. He is a member of the IDOCAL Research Institute and IVIE. He was previously Dean of the
Faculty of Psychology at the University of Valencia (2006–2012), and a member of EAWOP Executive Committee from
2015.
Neil Anderson is Professor of Human Resources Management and Organizational Psychology at Brunel Business School,
Brunel University, London, UK. He is Director of Research for both the HRM-OB Research Group and the Innovation,
Diversity, Employment, and Law Interdisciplinary Centre; and a past member of the EAWOP Executive Committee.
José M. Peiró is Professor of Work and Organizational Psychology in the Faculty of Psychology at the University of
Valencia, Spain. He is Director of the Research Institute on Human Resources Psychology and IVIE. He was President of
the International Association of Applied Psychology (2011–2014), and of EAWOP (1995–1997), and Associate Editor of the
European Journal of Work and Organizational Psychology (1993–2005).
Fred Zijlstra is Professor of Work and Organizational Psychology at Maastricht University, The Netherlands. He is also the
Scientific Director of the Institute of Inclusive Organisations. He was the Editor of the European Journal of Work and
Organizational Psychology from 1999 to 2006.
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Creativity and Innovation in
Organizations
Current Research and Recent Trends in Management
Edited by
José Ramos, Neil Anderson, José M. Peiró and
Fred Zijlstra
First published 2018
by Routledge
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ISBN 13: 978-1-138-30170-2
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Publisher’s Note
The publisher accepts responsibility for any inconsistencies that may have
arisen during the conversion of this book from journal articles to book chapters,
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Contents
Citation Information vii

Notes on Contributors ix
Introduction – Studying innovation in organizations: a dialectic perspective 1

José Ramos, Neil Anderson, José M. Peiró and Fred Zijlstra
1. A constructively critical review of change and innovation-related concepts: towards

conceptual and operational clarity 5
Kristina Potočnik and Neil Anderson
2. Creative and innovative performance: a meta-analysis of relationships with task, citizenship, and
counterproductive job performance dimensions 19
Michael B. Harari, Angela C. Reaves and Chockalingam Viswesvaran
3. When the fire dies: Perceived success and support for innovation shape the motivating
potential of innovative work behaviour 36
Toon Devloo, Frederik Anseel, Alain De Beuckelaer and Marjolein Feys
4. How does creativity at work influence employee’s positive affect at work? 49
Susana M. Tavares
5. Who will be on my side? The role of peers’ achievement motivation in the evaluation of
innovative ideas 64
Tina Urbach, Doris Fay and Kristina Lauche
6. Leaned teamwork fattens workplace innovation: the relationship between task complexity,
team learning and team proactivity 85
Annika Lantz Friedrich, Anders Sjöberg and Peter Friedrich
7. Uncovering the dark side of innovation: the influence of the number of innovations on work
teams’ satisfaction and performance 94
Vicente González-Romá and Ana Hernández
8. The influence of friendship and communication network density on individual innovative
behaviours: a multilevel study 107
Simone Donati, Salvatore Zappalà and Vicente González-Romá
9. Engaged teams deliver better service performance in innovation climates 121
Esther García-Buades, Vicente Martínez-Tur, Silvia Ortiz-Bonnín and José M. Peiró
Index 137
v
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Citation Information
The chapters in this book were originally published in the European Journal of Work and Organizational Psychology,
volume 25, issue 4 (2016). When citing this material, please use the original page numbering for each article, as follows:
Introduction
Studying innovation in organizations: a dialectic perspective—introduction to the special issue
European Journal of Work and Organizational Psychology, volume 25, issue 4 (2016), pp. 477–480
Chapter 1
A constructively critical review of change and innovation-related concepts: towards conceptual and operational
clarity
Kristina Potočnik and Neil Anderson
Chapter 2
Creative and innovative performance: a meta-analysis of relationships with task, citizenship, and counterproductive
job performance dimensions
Michael B. Harari, Angela C. Reaves and Chockalingam Viswesvaran
Chapter 3
When the fire dies: Perceived success and support for innovation shape the motivating potential of innovative work
behaviour
Toon Devloo, Frederik Anseel, Alain De Beuckelaer and Marjolein Feys
Chapter 4
How does creativity at work influence employee’s positive affect at work?
Susana M. Tavares
Chapter 5
Who will be on my side? The role of peers’ achievement motivation in the evaluation of innovative ideas
Tina Urbach, Doris Fay and Kristina Lauche
Chapter 6
Leaned teamwork fattens workplace innovation: the relationship between task complexity, team learning and team
proactivity
Annika Lantz Friedrich, Anders Sjöberg and Peter Friedrich
vii
CITATION INFORMATION
Chapter 7
Uncovering the dark side of innovation: the influence of the number of innovations on work teams’ satisfaction and
performance
Vicente González-Romá and Ana Hernández
Chapter 8
The influence of friendship and communication network density on individual innovative behaviours: a multilevel
study
Simone Donati, Salvatore Zappalà and Vicente González-Romá
Chapter 9
Engaged teams deliver better service performance in innovation climates
Esther García-Buades, Vicente Martínez-Tur, Silvia Ortiz-Bonnín and José M. Peiró
For any permission-related enquiries please visit:

http://www.tandfonline.com/page/help/permissions
viii
Notes on Contributors
Neil Anderson is Professor of Human Resources Management and Organizational Psychology at Brunel Business School,
Brunel University, London, UK. He is Director of Research for both the HRM-OB Research Group and the Innovation,
Diversity, Employment, and Law Interdisciplinary Centre; and a past member of the EAWOP Executive Committee.
Frederik Anseel is a Full Professor of Work Psychology and Behavioural Economics, and Department Chair, at the
Department of Personnel Management, Work and Organisational Psychology, Ghent University, Belgium.
Alain De Beuckelaer is based at the Nijmegen School of Management, Radboud University, The Netherlands.
Toon Devloo is based at the Department of Personnel Management, Work and Organisational Psychology, Ghent University,
Belgium.
Simone Donati is a Researcher based at the Department of Psychology, University of Bologna, Italy.
Doris Fay is Professor of Work and Organizational Psychology at the University of Potsdam, Germany.
Marjolein Feys is based at the Department of Personnel Management, Work and Organisational Psychology, Ghent
University, Belgium.
Annika Lantz Friedrich is a Professor at the Department of Psychology, Stockholm University, Sweden.
Peter Friedrich is based at Fritz Change AB, Stocksund, Sweden.
Esther García-Buades is a Professor at the Department of Psychology, Universidad de las Islas Baleares, Palma de
Mallorca, Spain.
Vicente González-Romá is Associate Editor of the Journal of Applied Psychology and Professor of Work and Organizational
Psychology at the University of Valencia, Spain.
Michael B. Harari is based at the Department of Management, Florida Atlantic University, USA.
Ana Hernández is based at the University of Valencia, Spain.
Kristina Lauche is based at the Institute for Management Research, Radboud University Nijmegen, The Netherlands.
Vicente Martínez-Tur is Professor of Work and Organizational Psychology at the University of Valencia, Spain.
Silvia Ortiz-Bonnín is based at the Department of Psychology, Universidad de las Islas Baleares, Palma de Mallorca,
Spain.
José M. Peiró is Professor of Work and Organizational Psychology in the Faculty of Psychology at the University of
Valencia, Spain. He is Director of the Research Institute on Human Resources Psychology and IVIE. He was President
of the International Association of Applied Psychology (2011–2014), and of EAWOP (1995–1997), and Associate Editor
of the European Journal of Work and Organizational Psychology (1993–2005).
Kristina Potočnik is Senior Lecturer in Human Resource Management and Director of Human Resource Management at
the Business School, University of Edinburgh, UK.
José Ramos is Professor of Work and Organizational Psychology and Head of the Department of Social Psychology at the
University of Valencia, Spain. He is a member of the IDOCAL Research Institute and IVIE. He was previously Dean of
the Faculty of Psychology at the University of Valencia (2006–2012), and a member of EAWOP Executive Committee
from 2015.
ix
NOTES ON CONTRIBUTORS
Angela C. Reaves is based at the Department of Psychology, Florida International University, USA.
Anders Sjöberg is Associate Professor at the Department of Psychology, Stockholm University, Sweden.
Susana M. Tavares is based at the Business Research Unit – BRU (UNIDE-IUL), Instituto Universitário de Lisboa
(ISCTE-IUL), Portugal.
Tina Urbach is a Research Scientist at the Work and Organizational Psychology Department, University of Potsdam,
Germany.
Chockalingam Viswesvaran is based at the Department of Psychology, Florida International University, USA.
Salvatore Zappalà is Associate Professor at the Department of Psychology, University of Bologna, Italy.
Fred Zijlstra is Professor of Work and Organizational Psychology at Maastricht University, The Netherlands. He is also the
Scientific Director of the Institute of Inclusive Organisations. He was the Editor of the European Journal of Work and
Organizational Psychology from 1999 to 2006.
x
Introduction—Studying innovation in organizations: a dialectic perspective
Recent research on innovation, creativity, and other the tenets that Bledow, Frese, Anderson, Erez, and Farr
change- and innovation-related constructs has increased (2009) attributed to the dialectic approach to studying
exponentially. Despite this growth, the current state of innovations: how multiple pathways can lead to idea gen-
the science is far from congruent. Recent reviews on eration and innovation.
innovation (Anderson, Potocnik, & Zhou, 2014) and crea- In a similar vein, Anderson, Potočnik, and Zhou
tivity (Zhou & Hoever, 2014) have acknowledged the (2014) identified 11 focal themes that will focus research-
considerable progress made in this field, but at the same ers’ attention in the near future. Some of them rely on
time, have outlined several challenges for present and theoretical aspects, like the need for integration of idea
future research. Nevertheless, certain characteristics pre- generation and idea implementation subfields, or the
vail in most studies, like the primacy of studies consider- requirements for theory-driven studies allowing to provide
ing the positive (and almost universal) effects of a unified framework for different streams of research.
innovation, the predominance of individual-level studies, Others address the relevance of new insights and different
and some degree of confusion and divergence among two approaches for studying innovation, such as the necessity
subfields in the topic, creativity and innovation. to carry out research on the process of innovation, beyond
Zhou and Hoever (2014, p. 354) summarized the the traditional distinction between phases, to redress the
challenges as eight main lines of research: conducting “innovation maximization fallacy”, or to analyse the “dark
research on the impact of negative factors from actors side” of innovation, and not only its positive effects.
and context on creativity and ways to overcome these Another cluster of challenges focus on new topics or
impacts; discovering new key factors from actors and potential subfields for future research, including consider-
contexts that could have different effects on different ing organizational cultures and specific facet climates for
types of creativity; examining the contextual effects on creativity, the interest for senior management teams and
collective creative outcomes; conducting research at dif- interventions, the role of customers, or the role of Internet
ferent levels of analysis for testing if the relationship and social media in creativity and innovation. Finally, the
between creativity and its antecedents is homologous at authors claim for more sophisticated research designs
individual, team, and organization levels; conducting sys- through meta-analysis as well as cross-level and multilevel
tematic empirical and theoretical research for analysing studies.
the interplay between positive and negative actor charac- In an attempt to stimulate advances in some of these
teristics and positive and negative contexts for innovation; vital directions, an EAWOP Small Group Meeting on
studying the way through which the different Innovation at organizations was held at University of
actor–context interactions affect creativity; studying the Valencia (September 21–23, 2013), with the attendance
systematic different effects that characteristics of broader of around 30 researchers from around the world. This
contexts (as industries or cultures) could have on actor and forum was the origin for this Special Issue, and both
specific context variables; and facilitate the integration of share a common appeal for a dialectic perspective in the
research through meta-analysis and reviews, explaining study of creativity and innovation in organizations.
the effects of hidden actor or contextual factors that are Bledow et al.’s (2009) “dialectic approach” highlighted
not part of research models. In sum, the authors call for a the need for integration in different senses: the need for
more systematic understanding of the different ways and integrating science and practice for innovation manage-
mechanisms in which actors and context interact to affect ment; the integration of competing processes not only
creativity and innovation. This approach supports one of along the different steps of innovation, but into every
1
CREATIVITY AND INNOVATION IN ORGANIZATIONS
phase of innovation that is considered an integrated pro- for theoretical and methodological advances are made to
cess and not simply a sequence of discrete steps; and the deal with and overcome these dysfunctions.
integration along the innovation process of different activ- Harari, Reaves, and Viswesvaran (2016) present the
ities and abilities for managing conflicting demands at results of a meta-analysis on creative and innovative per-
multiple organizational levels (ambidexterity). In sum, formance, focused on its relationships with task job perfor-
multiple pathways can lead to idea generation and mance, citizenship behaviours, and counterproductive work
innovation. behaviours, analysing discrimination and potential overlap
In search of this dialectic perspective, the present between innovative performance and other classic dimen-
special issue addresses some of the challenges for future sions of work performance at individual level. Results
research, taking as a starting point the outstanding paper indicate positive relationships of innovative performance
from Bledow et al. (2009). First, the focus is on the with task performance and citizenship behaviours, and
integration of idea generation and idea implementation. negative with counterproductive work behaviours.
Innovation at organizations is considered a dynamic However, magnitude of such relationships is not large and
process, despite someone of the studies included in suggests empirical distinction among constructs, contribut-
this issue could address only one facet, step, or dimen- ing to our understanding of innovative performance.
sion of such process. Second, emphasis has been placed Three studies focused on the individual level of analysis,
intentionally upon studies adopting higher levels of ana- including different aspects of innovation-related behaviours.
lysis (team, organization), as well as cross- and multi- They adopt different methodological strategies, although all
level analyses. Third, dialectic approach also means to of them rely on motivational mechanism linked to innova-
critically discuss the maximization fallacy about innovation. Feys, Devloo, Anseel, and de Beuckelaer (2016) ana-
tions, which states that effects of innovation at organiza- lyse through longitudinal diary studies the dynamics of
tions are positive in nature and the convenience of innovation behaviours in the short term (day-
stimulating innovations ever and everywhere, despite to-day) and their effects on (positive or negative) motiva-
the external conditions, the people, and the organizational outcomes. Their results showed that innovative beha-
tional goals. Fourth, as a consequence, more research viours had an effect on basic need satisfaction one day later,
is needed regarding the consequences of innovations, mediated by perceived success of innovations and perceived
instead the prevalence of studies on their antecedents. support. Far from the assumption that innovations have
Moreover, whereas studies of positive effects of innova- (only) positive effects, their work provide suggestion for
tion prevailed, research should pay more interest on the maintaining the optimal motivation of individuals when
(potential) negative outcomes of innovation. In addition, they receive innovation demands. Tavares (2016) carried
interplays of contextual and personal (actor) variables out a dyadic study and a two-wave survey to analyse the
are studied, mainly through the study of moderated relationships of individual creativity with affection at work.
relationships. Most studies in this issue addressed com- Using a measure of innovative voice, she found that more
plex models attempting to disentangle the mechanisms creative employees (rated by supervisors) showed more
that underlie the main effects of innovation antecedents optimism, and that more creative teachers showed more
that present different results depending on contextual positive affection three months later. This relationship
variables or actor’s psychological states. appears mediated by meaningfulness at work. Urbach, Fay,
In the following paragraphs, we present a short over- and Lauche (2016) analyse through experimental designs the
view of the papers included in this Special Issue, before evaluation of innovations made by peers of innovating
presenting a synthesis of main contributions made regard- employees. They measured idea support and probability of
ing the aforementioned challenges, and then concluding approval for suggestions, whose were higher for evaluators
by acknowledging the team of reviewers who contributed who perceive idea consequences congruent with their
so diligently in the editorial process. achievement motive. This relationship is moderated by affec-
First, Potočnik and Anderson (2016) examine the tion, resulting from fear of failure. In addition, in their second
nomological network of innovation- and change-related study, the authors included the attribution of presenter’s
constructs, including innovation, creativity, extra-role motives. Their results provide further support for the hypoth-
behaviours, and voice, along with personal initiative, esis that incongruence of evaluators’ achievement motive, in
proactive behaviours, job crafting, taking charge, or sub- particular fear of failure, and the idea’s consequences
mitting suggestion. After defining each of these constructs enhance the probability that an idea is approved by peer
and differentiating them along different criteria (level of evaluators.
analysis, compulsory or discretionary focus, and in-role Next, two studies analysed team-level innovation
vs. extra-role scope), the authors highlight how a growing through longitudinal studies. Lantz Friedrich, Sjöberg and
lack of clarity within this nomological network can pro- Friedrich (2016) collected data about team proactivity
duce dysfunctional effects such as construct confusion, and team learning processes, eight months later, of a
construct drift, and construct contamination. Suggestions detailed workflow and task analysis in teams involved.
2
Whereas main work tasks and supplementary tasks gave Special Issue by Potočnik and Anderson and Harari et al.
no input to team’s learning process, the authors found that make significant contributions to field clarification.
little time-consuming additional tasks have an impact on Progress is also evident regarding the integration of
team proactivity through team learning. The interplay subfields in innovation research (creativity and innovation
between contextual factors (some of the additional tasks) implementation), as well as in analysing the dynamics of
and actor’s characteristics (team learning processes) seems innovation as a process. Potočnik and Anderson and Harari
to have an effect on innovative-related constructs like et al. analyse the overall spectrum of creativity and innova-
team proactivity along Lean Production Systems. tion, whereas the study from Donati et al. includes different
González-Romá and Hernández (2016) collected team dimensions of innovation (idea generation, suggestion mak-
measures at three time points to analyse relationships ing, idea promotion, and implementation), and studies from
among the number of innovations implemented in bank Lantz Friedrich et al., González-Romá and Hernández and
offices with team conflict, team negative mood, team Feys et al., build on the dynamic nature of innovation process.
satisfaction, as well as team performance. The authors Only the study of Tavares focuses on one of the subfields
found a positive effect of implemented innovation on (creative voice), whereas the studies from Urbach et al. and
team performance, in addition to a negative effect on García-Buades et al. pay attention to innovation-related
aggregate team satisfaction and team performance via specific variables (evaluation of innovations and climate
negative team mood. Thus, innovation are not always for innovation, respectively).
positive in its impact, and could be detrimental to perfor- The set of contributions included in this issue reflect the
mance under certain conditions, providing some evidence increasing number of publications that pay attention to the
against the innovation maximization fallacy, and unveiling antecedents, but also to the outcomes of innovation. Some
some of the “dark side” effects of innovation. of them, indeed, analyse the “dark side” of innovation,
Finally, two remaining studies adopt a cross-level including potential negative consequences of innovative
design. Donati, Zappalá, and González-Romá (2016) behaviours, or defying the innovation maximization fallacy.
applied network analysis to study managerial teams’ Urbach et al., González-Romá and Hernández, as well as
dynamics. Friendship network density at team level Tavares studies explicitly considered affective responses
affected individual innovative behaviours (distinguishing after innovation efforts. These studies, besides those of
four dimensions) through density of team communication Lantz Friedrich et al. and Feys et al., are founded over the
networks. These results outline the importance of social explicit assumption that positive or negative effects rely on
processes for stimulating innovation at teams, including the way that persons and teams manage the process of inno-
particular types of units as inter-organizational managerial vations and the context in which they occur. Nevertheless,
decision boards. To conclude, García-Buades, Peiró, and the focus on the positive effects of innovation for organiza-
Martínez-Tur analyse the role of team climate for innovations continue attracting most of studies and it seems that it
tion into the relationship between team engagement and will be present in the research agenda for. long.
service performance. Different service performance indi- Finally, several studies respond to the call of Zhou and
cators, measured from customers, appear positively related Hoever (2014) for analysing the interplay between actor’s
with level of engagement of teams providing the service. and context variables, adopting the dialectic approach at
Moreover, this relationship is stronger as team climate for least as considering the multiple pathways and mecha-
innovation increase. Thus, service performance improves nisms that could lead to innovation at organizations. Most
when engaged teams perceive an innovative climate, papers in this Special Issue included the interaction of
showing that climate for innovations is a relevant facil- actors characteristics (from employees or teams) altogether
itator for connecting internal (providers) and external (cus- with situational constraints from the task or the social
tomers) components of organizational success. context. These studies outline the relevance of processes
This set of contributions provides some advancement like team learning (Lantz Friedrich et al., 2016), motiva-
regarding the aforementioned challenges on innovation tion variables like basic need satisfaction (Feys, Devloo,
research. Concerning levels of analysis, this special issue Anseel, & de Beuckelaer, 2016) and congruence of motives
reflects the growth in team-focused research, and includes (Urbach, Fay, & Lauche, 2016) or meaningfulness at work
two cross-level studies. Additionally, methodological (Tavares, 2016), dynamics of communication networks
diversity is evident, contributing to progress with meta- (Donati et al., 2016), and affective variables (González-
analysis, experimental designs, and diary studies, as well Romá & Hernández, 2016; Tavares, 2016).
as analysing employee–supervisor dyads, multi-source The main challenges faced by innovation research
studies (customers and employees), and network analysis. remain, but this collection of papers offers a rich picture
Theoretical development is primarily oriented to field of current research in the field. We sincerely hope that it
clarification, although unification of theoretical framework contributes constructively towards moving forwards the
seems far from being achieved in the short term. dialectic perspective on creativity and innovation in the
Nevertheless, arguably, the opening studies of this workplace.
3
Acknowledgements Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009).
Guest Editors wish to acknowledge the reviewers who had A dialectic perspective on innovation: Conflicting demands,
participated in the decision-making process about submitted multiple pathways, and ambidexterity. Industrial and
papers. Their expertise and wise advice facilitated the final Organizational Psychology: Perspectives on Science and
judgements made by Guest Editors and allowed to select and Practice, 2, 305–337. doi:10.1111/iops.2009.2.issue-3
improve the manuscripts published in this Special Issue. Thank Donati, S., Zappalá, S., & González-Romá, V. (2016). The influ-
you to Dr. Frederik Anseel (Ghent University), Dr. Conny Anton ence of friendship and communication network density on
(Trier University), Dr. Ron Bledow (Singapore Management individual innovative behaviors: A multilevel study.
University), Dr. Marjolein Caniëls (Open University), European Journal of Work and Organizational Psychology,
Dr. Miguel Cunha (Universidade Nova de Lisboa), Dr. Vlad 25, 583–596. doi:10.1080/1359432X.2016.1179285
Petre Glaveanu (Aalborg University), Dr. Vicente González- Feys, M., Devloo, T., Anseel, F., & de Beuckelaer, A. (2016).
Romá (University of Valencia), Dr. Francisco Gracia When the fire dies: Perceived success and support for
(University of Valencia), Dr. Ana Hernández (University of innovation shape the motivating potential of innovative
Valencia), Dr. Inga Hoever (Erasmus University), Dr. Michael work behaviour. European Journal of Work and
Horvath (Cleveland State University), Dr. Onne Janssen Organizational Psychology, 25, 512–524. doi:10.1080/
(University of Groningen), Dr. Seth Kaplan (George Mason 1359432X.2016.1182157
University), Dr. Pascale Le Blanc (Eindhoven University of García-Buades, E., Peiro, J. M., & Martínez-Tur, V. (2016). Engaged
Technology), Dr. Lee Martin (University of Nottingham), teams deliver better service performance in innovation climates.
Dr. Sandra Ohly (University of Kassel), Dr. Malcolm Patterson European Journal of Work and Organizational Psychology, 25,
(University of Sheffield), Dr. Kristina Potočnik (University of 597–612. doi:10.1080/1359432X.2016.1171752
Edimburgh), Dr. Eric Rietzschel (University of Groningen), González-Romá, V., & Hernández, A. (2016). Uncovering the
Dr. Kathrin Rosing (University of Kassel), Dr. Serena Sohrab dark side of innovation: The influence of the number of
(University of Ontario Institute of Technology), Dr. Donald innovations on work teams’ satisfaction and performance
Truxillo (Portland State University), Dr. Sjir Uitdewilligen through negative team mood. European Journal of Work
(Maastricht University), Dr. Tina Urbach (University of and Organizational Psychology, 25, 570–582. doi:10.1080/
Potsdam), Dr. Wendelien van Eerde (University of 1359432X.2016.1181057
Amsterdam), Dr. Suzanne van Gils (Maastrich University), Harari, M., Reaves, A., & Viswesvaran, C. (2016). Creative and
Dr. Matthias Weiss (Ludwig Maximilian University), innovative performance: A meta-analysis of relationships
Dr. Michael West (Lancaster University), and Dr. Wei-Li Wu with task, citizenship, and counterproductive job perfor
(Chien Hsin University of Science and Technology). mance dimensions. European Journal of Work and
Organizational Psychology, 25, 495–511. doi:10.1080/
1359432X.2015.1134491
Lantz Friedrich, A., Sjöberg A., & Friedrich, P. (2016)
Disclosure statement Leaned teamwork fattens workplace innovation: The
No potential conflict of interest was reported by the authors. relationship between task complexity, team learning and
team proactivity. European Journal of Work and
Organizational Psychology, 25, 561–569. doi:10.1080/
Funding 1359432X.2016.1183649
The Guest Editors also wish to acknowledge the Leverhulme Potočnik, K., & Anderson, N. (2016). A constructively critical
Trust (UK), the Spanish Psycologists’ Association (Consejo review of change management and innovation related con
Nacional de Colegios Oficiales de Psicólogos, COP-CV and cepts: Toward conceptual and operational clarity. European
COP’s Division on Work, Organizations and Personnel Journal of Work and Organizational Psychology, 25,
Psychology), the Valencian Government (Conselleria de 481–494. doi:10.1080/1359432X.2016.1176022
Educación, Generalitat Valenciana), the University of Valencia Tavares, S. (2016). How does creativity at work influence
and the European Association of Work, and Organizational employee’s positive affect at work? European Journal of
Psychology (EAWOP) for their kind funding contributions that Work and Organizational Psychology, 25, 525–539.
made this Special Issue possible. doi:10.1080/1359432X.2016.1186012
Urbach, T., Fay, D., & Lauche, K. (2016). Who will be on my
side? The role of Peers’ achievement motivation in the
evaluation of innovative ideas. European Journal of Work
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4
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Introduction – Studying innovation in organizations: a dialectic perspective 1

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Engaged teams deliver better service performance in innovation climates

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Introduction – Studying innovation in organizations: a dialectic perspective 1