This paper argues that creative behavior requires an employee to be willing to engage risk. Aside from the discussion of risk propensity as an individual difference, a new situational variable will be developed and tested: willingness to take risks (WTR). WTR captures the employee's willingness to engage risks in their work and is positioned as an…

Organizations recognize the importance of creative employees and constantly explore ways to enhance their employees' creative behavior. Creativity research has directed substantial efforts to understanding how work environment fosters creativity. Yet, this research has paid little attention to the importance of specific characteristics of the work…

The contribution of three different creativity training programmes to employees' workplace idea generation and implementation was evaluated. The research was conducted within a government organization, where 191 employees (a mixture of participants and non-participants in creativity training) were surveyed. Analyses showed that creativity training…

Although previous research indicates that nominal groups generally outperform interactive groups at brainstorming tasks, companies still favor group interaction because of its presumed benefits beyond the brainstorming task. This study assesses the effectiveness of both types of groups in two domains that follow idea generation: selection of ideas…

Creative Self-Leadership and Creative Confidence were examined in relation to Creative Style Preference and Training. It was hypothesized that perceptions of Creative Self-Leadership and Creative Confidence were related to personal Creative Style Preferences and that Training would be associated with higher levels of Creative Self-Leadership and…