Online citations, reference lists, and bibliographies.

Employee Engagement Implementation Leading Towards Employee Creativity

Stavros Georgiades
Published 2015 · Business

Cite This
Download PDF
Analyze on Scholarcy
Share
There is little empirically grounded theoretical account of how employees think about the way management can operationalize their engagement by focusing on the development of meanings and action that can lead towards the necessary sensemaking and help achieve employee creativity as a result. Consequently, the purpose of this chapter is to eliminate this lacuna and thus contribute towards a richer theory on the process behind the implementation of employee engagement, highlighting the importance of several organizational arrangements that can help management achieve employee creativity.
This paper references
10.2307/2393826
The Effects of Leadership Training and Experience: A Contingency Model Interpretation.
F. E. Fiedler (1972)
Introducing Human Resource Management
M. Foot (1999)
10.2307/256287
Psychological Conditions of Personal Engagement and Disengagement at Work
William Kahn (1990)
10.5465/amr.1996.9704071864
Innovative Genius: A Framework for Relating Individual and Organizational Intelligences to Innovation
M. A. Glynn (1996)
10.1108/09534818910134068
An Ideological Perspective on Participation: A Case for Integration
S. Black (1989)
10.2307/4131439
Strategic Planning as an Integrative Device
M. Ketokivi (2004)
10.2307/256657
Employee Creativity: Personal and Contextual Factors at Work
G. R. Oldham (1996)
10.5465/amr.1987.4306538
Social Foundations of Thought and Action: A Social-Cognitive View
E. A. Locke (1987)
10.5465/AME.2004.14776172
The limits of organizational democracy
J. Kerr (2004)
10.1287/orsc.4.1.108
From Quicksand to Crossroads: An Agnostic Perspective on Conversation
W. Nord (1993)
10.1016/S0090-2616(73)80024-5
Research: A new look at managerial decision making
V. Vroom (1973)
10.5465/256258
Effects of Task and Personality Characteristics on Subordinate Responses to Participative Decision Making1
A. A. Abdel-Halim (1983)
10.5465/AMJ.2007.26279183
Leadership Behavior and Employee Voice: Is the Door Really Open?
James R. Detert (2007)
Innovation and creativity at work
M. West (1997)
The nature of creativity as manifest in its testing.
E. P. Torrance (1988)
10.1037/0021-9010.86.3.513
When openness to experience and conscientiousness are related to creative behavior: an interactional approach.
J. George (2001)
10.1177/1059601199243003
Examining Employee Involvement in the Context of Participative Work Environments
Paul E. Tesluk (1999)
10.1177/0021943605285355
Advice on Communicating During Organizational Change
Laurie K. Lewis (2006)
10.5465/AMJ.2008.31767217
Organizational Change and Managerial Sensemaking: Working Through Paradox
Lotte S. Luscher (2008)
10.2307/30040623
Assessing creativity in hollywood pitch meetings: Evidence for a dual-process model of creativity judgments
Kimberly D. Elsbach (2003)
10.1002/smj.4250060206
Retrospective reports of strategic-level managers: Guidelines for increasing their accuracy
G. Huber (1985)
10.1108/09534810610676680
The social construction of organizational change paradoxes
Lotte S. Luscher (2006)
10.2139/SSRN.1024775
The Original Meaning of “Democracy”: Capacity to Do Things, not Majority Rule
J. Ober (2008)
10.1177/014920639502100603
Metaphors and Mental Models: Sensemaking and Sensegiving in Innovative and Entrepreneurial Activities
R. Hill (1995)
10.1037/0021-9010.91.1.97
Empowerment and team effectiveness: an empirical test of an integrated model.
J. Mathieu (2006)
10.1111/J.1744-6570.2001.TB00098.X
PROGRAM COMMITMENT: A MULTI‐STUDY LONGITUDINAL FIELD INVESTIGATION OF ITS IMPACT AND ANTECEDENTS
M. J. Neubert (2001)
10.1108/09534810010330896
Uncovering training resistance
A. C. Rusaw (2000)
10.1007/S12122-997-1046-Z
Employee participation and assessments of support for organizational policy changes
Susan Schwochau (1997)
10.1080/078559814
9 Creativity in Organizations
J. George (2007)
10.1108/09534819710175866
The stress factor: another item for the change management agenda?
Marie McHugh (1997)
10.1108/09534810010321472
Reflections on critical systems thinking and the management of change in rule‐bound systems
J. Clayton (2000)
10.1097/01445442-199109000-00025
The Empowered Manager
P. Block (1991)
10.1108/978-1-78560-461-420152014
Building Theory from Case Study Research
A. Woodside (2016)
10.1037/0021-9010.91.1.221
Information privacy in organizations: empowering creative and extrarole performance.
B. Alge (2006)
10.1111/j.2044-8309.1993.tb00987.x
Potency in groups: articulating a construct.
R. B. Guzzo (1993)
10.5465/amr.1989.4308385
Building theories from case study research
K. Eisenhardt (1989)
The effectiveness of research teams: A review.
R. Payne (1990)
10.1108/00483489610130913
Communication ‐ is it really that simple?
J. Gill (1996)
10.5465/amr.1985.4278971
The Use of Participant Recollection in the Modeling of Organizational Decision Process
Charles R. Schwenk (1985)
10.5465/256995
Assessing the Work Environment for Creativity
T. Amabile (1996)
10.2307/20159571
The Impact of Team Empowerment on Virtual Team Performance: The Moderating Role of Face-to-Face Interaction
B. Kirkman (2004)
10.5465/amr.1988.4306983
The Empowerment Process: Integrating Theory and Practice
J. Conger (1988)
10.2307/20159600
Organizational Restructuring and Middle Manager Sensemaking
J. Balogun (2004)
10.5465/AMJ.2008.35732719
Exploring Nonlinearity In Employee Voice: The Effects of Personal Control and Organizational Identification
S. Tangirala (2008)
10.1287/orsc.4.1.76
Toward a Political Framework for Flexible Management of Decline
Zehava Rosenblatt (1993)
Improving life at work: Behavioral science approaches to organizational change
J. Hackman (1977)
10.1177/001872679604901104
Third-Party Sensemaking in Interpersonal Conflicts at Work: A Theoretical Framework
Roger J. Volkema (1996)
10.1006/jevp.1997.0049
PSYCHOLOGICAL FUNCTIONS OF PRIVACY
D. M. Pedersen (1997)
The Role Justice Plays in Organizational Change
A. T. Cobb (1995)
10.5465/amr.1996.9704071865
A Theory of Individual Creative Action in Multiple Social Domains
C. Ford (1996)
10.5465/AMJ.2010.48037118
Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement
X. Zhang (2010)
10.5465/AMJ.2005.15993111
The Social Processes of Organizational Sensemaking.
Sally Maitlis (2005)
Fundamentals of Human Resource Management
R. Noe (2005)
10.2139/SSRN.1426909
Natural Capacities and Democracy as a Good-in-Itself
J. Ober (2007)
10.1080/09585190210158510
Employee involvement, organizational change and trust in management
D. Morgan (2003)
Case Study Research: Design and Methods
R. Yin (1984)
Beyond empowerment: building a company of citizens.
Brook Manville (2003)
10.1108/09534819910263668
Work relations as a precursor to a psychological climate for change
P. Tierney (1999)
10.4324/9780203880012-4A
Creativity in context : Content, cost, chance and collection in the organization of the film industry
M. Lorenzen (2009)
10.5465/ambpp.1990.4979662
EMPLOYEE INVOLVEMENT PROGRAMS, UNIONIZATION, AND ORGANIZATIONAL FLEXIBILITY.
J. Delaney (1990)
10.1016/j.jm.2004.06.007
The Effects of Personal and Contextual Characteristics on Creativity: Where Should We Go from Here?
C. E. Shalley (2004)



This paper is referenced by
Semantic Scholar Logo Some data provided by SemanticScholar