Search Results (4)

While innovative behavior is essential for organizational success, recent studies have highlighted its potential dark side, namely triggering envy and ostracism among coworkers. However, we propose that these negative outcomes are contingent on the organizational context, particularly on the frequency of supervisor interactions. Using multi-wave data from 392 South Korean employees, we demonstrate that the frequency of supervisor interaction fundamentally alters the social impact of innovative behavior. Our findings reveal a striking pattern: When frequency of supervisor interaction is low, innovative behavior indeed triggers the predicted dark side—increasing ostracism through heightened envy. However, when frequency of supervisor interaction is high, this relationship reverses—innovative behavior reduces ostracism by suppressing envy. This moderated mediation effect suggests that the dark side of innovation is not inherent but context-depenent. We theorize that high-frequency supervisor interaction transforms innovative behavior from a competitive threat to a collective asset. These findings challenge deterministic views of creativity’s social costs and highlight the critical role of leadership in shaping how innovation is interpreted and responded to within organizations. Full article

Creativity is the primary driver of our cultural evolution. The astonishing potential of artificial intelligence (AI) and its possible application in the creative process poses an urgent and dramatic challenge for humanity; how can we maximize the benefits of AI while minimizing the associated risks? In this article, we identify all forms of human–AI collaboration in this realm as cyber-creativity. We introduce the following two forward-looking scenarios: a utopian vision for cyber-creativity, in which AI serves to enhance and not replace human creativity, and a dystopian view associated with the pre-emption of all human creative agency caused by the rise of AI. In our view, the scientific community is called to bring its contribution, however small, to help humanity make steps towards the utopian scenario, while avoiding the dystopian one. Here, we present a decalogue of research challenges identified for this purpose, touching upon the following dimensions: (1) the theoretical framework for cyber-creativity; (2) sociocultural perspectives; (3) the cyber-creative process; (4) the creative agent; (5) the co-creative team; (6) cyber-creative products; (7) cyber-creative domains; (8) cyber-creative education; (9) ethical aspects; and (10) the dark side of cyber-creativity. For each dimension, a brief review of the state-of-the-art is provided, followed by the identification of a main research challenge, then specified into a list of research questions. Whereas there is no claim that this decalogue of research challenges represents an exhaustive classification, which would be an impossible objective, it still should serve as a valid starting point for future (but urgent) research endeavors, with the ambition to provide a significant contribution to the understanding, development, and alignment of AI to human values the realm of creativity. Full article

The purpose of the present study was to investigate the influence of social context and morality on malevolent creativity. The sample consisted of 217 (176 female, 41 male) undergraduate and graduate students in a Southeastern public research university in the U.S. Six different open-ended socially oriented problems (three Divergent Thinking (DT) Social Games and three DT Realistic Presented Problems tasks) were used to explore the way malevolent creativity differs in two sets of problem tasks. Realistic Presented Problems are constructed differently from Social Games tasks in such a way that they include unfair, disturbing, and threatening contextual factors, while Social Games problems have more neutral and everyday problem scenarios. Participants also completed the Self-Report of Creative Traits and morality measures. The findings of the study indicated that fluency and originality were related significantly to malevolent creativity. Further, social contexts in DT tasks led to a significant difference in malevolent creativity. Participants generated significantly more malevolent creative responses in Realistic Presented Problems than in Social Games tasks. The results also revealed that morality was significantly correlated with creative personality, but the results provided no evidence that morality moderates the relation between creativity indices and malevolent creativity. Full article

While considerable attention has been devoted to positive leadership patterns in the realm of project management, the dark side of leadership has rarely been studied within project teams. To address this gap, we focus on abusive supervision in project teams and develop a team-level moderated mediation model to examine whether, how, and when abusive supervision influences project outcomes by drawing from the Proactive Motivation Theory. Survey data were collected from 132 project teams containing 132 project managers and 392 project members using a multi-source time-lagged survey design. Our findings reveal significant negative relationships between abusive supervision and both project performance and project team creativity. Furthermore, we found that a team’s proactive behavior plays a mediating role in these relationships. More importantly, our study identifies that team building mitigates the direct negative impact of abusive supervision on proactive behavior and the indirect effects of abusive supervision on project performance and project team creativity. These findings provide valuable theoretical and managerial implications for abusive supervision and project management scholars and practitioners. Full article