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Conflict theory and research has traditionally focused on conflict
management strategies, in relation to individual and work team
effectiveness and productivity. Far less attention has been devoted
to 'soft' outcomes including job satisfaction, organizational
commitment, turnover intentions, and individual health and
wellbeing. This state of affairs is unfortunate because it isolates
conflict theory and research from broader issues in organizational
sciences and practice. The individual contributions to this volume
each in their own way deal with one of these issues in more depth,
shedding light on how conflict theory and research can be connected
to organizational psychology in general.
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 behaviors, or of defying the
innovation maximization fallacy. Others explicitly 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.
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 behaviors, or of defying the
innovation maximization fallacy. Others explicitly 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.
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