An organizational impression management perspective on the formation of corporate reputations

Researchers have only recently turned their attention to the study of corporate reputation. As is characteristic of many early areas of management inquiry, the field is decidedly multidisciplinary and disconnected. This article selectively reviews reputation research conducted mainly during the past decade. A framework is proposed that views reputation from the perspective of organizational impression management. Corporations are viewed as social actors, intent on enhancing their respectability and impressiveness in the eyes of constituents

1 TOWARD A THEORY OF RAPID CREATIVITY IN TEAMS

Team creativity presents an interesting dilemma. On one hand, organizational teams are increasingly being asked to produce creative outcomes rapidly and within tight timelines. On the other hand, teams need sufficient time to explore different perspectives, play with ideas, and overcome the process losses that occur from working in interdependent groups. In this chapter, we address this dilemma by developing a model for understanding how teams can maximize the speed of the team creative process. We propose that teams ’ potential for rapid creativity is a function of aligning the team structure and standardization of the creative process with the team development cycle. When these three elements are aligned, teams are more likely to generate creative outcomes in a rapid manner. 3 Contemporary organizations confront a multitude of competitive pressures, ranging from increased globalization of markets, consolidation, technological change, and uncertain economic environments. In order to survive and prosper in spite of these pressures, organizations must be able to generate innovative products, practices, and services that enhance their competitive position in the marketplace (Kanter, 1988; Nonaka, 1991). In fact, organizational researcher

Perceived Cognitive Diversity and Creativity: A Multilevel Study of Motivational Mechanisms and Boundary Conditions

Adopting a motivational perspective on creativity, we theorized when and how perceived cognitive diversity in teams was associated with creativity by focusing on the mediating role of intrinsic motivation and the moderating role of learning orientation. We further expanded our contribution by examining these relationships at both the individual and team levels. We used a sample of 382 Chinese employee-supervisor pairs nested within 106 teams to test our hypotheses. The results revealed that, at both the individual and team levels, learning goal orientation significantly moderated the positive association between perceived cognitive diversity and intrinsic motivation such that the latter relationship became stronger as learning goal orientation increased. Furthermore, our findings confirmed that learning goal orientation enhanced the indirect positive relationship between perceived cognitive diversity and creativity through intrinsic motivation