Mccrae, Robert R. “
Creativity, Divergent Thinking, and Openness to Experience.”
Journal of Personality and Social Psychology 52, no. 6 (1987): 1258-1265.
Publisher's VersionAbstractTest scores of divergent thinking obtained between 1959 and 1972 were correlated with a variety of personality measures administered since 1980. In this sample of 268 men, divergent thinking was consistently associated with self-reports and ratings of openness to experience, but not with neuroticism, extraversion, agreeableness, or conscientiousness. Both divergent thinking and openness were also modestly correlated with Gough's (1979) empirically derived Creative Personality Scale. Several other personality variables mentioned in the literature were also examined; those that were associated with divergent thinking were also generally correlated with openness. These data suggest that creativity is particularly related to the personality domain of openness to experience.
Meyerson, Debra, Karl E. Weick, Roderick M. Kramer, and Tom R. Tyler. “
Swift Trust and Temporary Groups.” In
Trust in Organizations: Frontiers of Theory and Research,
edited by Roderick M. Kramer, 166-195. Thousand Oaks, Calif. Sage, 1996.
Publisher's VersionAbstractArgues that the notion of swift trust is a useful concept for understanding the functioning of temporary systems, drawing on the work of Lawrence Peter Goodman & Richard Alan Goodman (1976 [see abstract 77I5236]) & other secondary literature. Temporary systems are described as contexts in which a premium is placed on making do with whatever information is available & in which swift judgments of trust are mandatory. Aspects of trust, eg, vulnerability, uncertainty, & risk, are discussed in the context of the temporary system, & a number of propositions regarding trust in these situations are proposed: (1) Smaller labor pool & more vulnerability among workers equal more rapidly developed trust. (2) Role-based interaction will lead to more rapid development of trust than person-based interaction. (3) Inconsistent behavior or blurring of roles will lead to less trust. (4) Category rather than evidence-driven information is more important in temporary systems, leading to a faster reduction of uncertainty. (5) Swift trust is more likely at moderate vs low or high levels of interdependence. The role of the contractor in temporary systems is briefly considered. It is concluded that swift trust is a pragmatic strategy for dealing with uncertainties generated by a complex system.
Murtha, Thomas P., Stefanie Ann Lenway, and Richard P. Bagozzi. “
Global Mind-Sets and Cognitive Shift in a Complex Multinational Corporation.”
Strategic Management Journal 19, no. 2 (1998): 97-114.
Publisher's VersionAbstract This article investigates attitudes that underlie international strategy processes. We propose survey scales of these attitudes and describe tests that support their reliability and validity as measures of constructs--including integration, responsiveness, and coordination--that
researchers have used for many years in case analyses of international strategy and organization.
We also propose and validate scales to capture the perceived alignment with firms' international objectives of key business policies that affect individuals, including accountability for global results, career opportunity and a globally shared meaning system that informs communication and discussion about change. Our discussion of these tests offers an assessment of how changing patterns of association among the measures over time conform to expectations generated by the case-based empirical literature. We argue that these patterns document a process of organizational learning that can link managers' mind-sets with senior managers' intentions in the course of proactive international strategic change. The analysis relies on survey responses taken in 1992 and 1995 from 370 managers in 13 country affiliates and the head office of a U.S.-based diversified multinational corporation (DMNC).