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1、AffectandCreativityatThisstudyexploredhowaffectrelatestocreativityatWorkwork.Usingbothquantitativeandqualitativelongitudinaldatafromthedailydiariesof222employeesinsevencompanies,weexaminedthenature,form,andtemporalTeresaM.Amabiledynamicsoftheaffect-creati
2、vityrelationship.TheresultsHarvardUniversityindicatethatpositiveaffectrelatespositivelytocreativitySigalG.Barsadeinorganizationsandthattherelationshipisasimplelin-UniversityofPennsylvaniaearone.Time-laggedanalysesidentifypositiveaffectasJenniferS.Muellera
3、nantecedentofcreativethought,withincubationperi-odsofuptotwodays.Qualitativeanalysesidentifyposi-NewYorkUniversitytiveaffectasaconsequenceofcreativethoughtevents,BarryM.Stawaswellasaconcomitantofthecreativeprocess.Apre-UniversityofCaliforniaatliminarytheo
4、ryoftheaffect-creativitycycleinorganiza-Berkeleytionsincludeseachoftheselinksandproposesmecha-nismsbywhichtheymayoperate.•Organizationsareaffectivelyladenenvironments.Notonlyhavetheoreticalreviewspointedtoaprominentroleforaffectinarangeoforganizationalpro
5、cesses(Fineman,1993;BriefandWeiss,2002;Barsade,Brief,andSpataro,2003),butrecentempiricalresearchhasalsobeguntovalidateaffectiveinfluencesonanumberofworkoutcomes,includ-ingtaskquality,productivity,andefficiency(George,1991;StawandBarsade,1993;Staw,Sutton,a
6、ndPelled,1994).Relativelylessattentionhasbeenpaid,however,toorganiza-tionalcreativityasanoutcomeinfluencedbyaffect.Creativi-ty—comingupwithfreshideasforchangingproducts,ser-vices,andprocessessoastobetterachievetheorganization’sgoals—hasbeenheraldedasakeyt
7、oenduringadvantage.Creativeresponsesbyemployeesatalllevelsintheorganizationhavethereforetakencenterstageindiscus-sionsoforganizationalinnovation,andconsiderableresearchhasbeenfocusedonfactorsthatmayfosterorimpedecre-ativityinorganizations(e.g.,Amabile,198
8、8;Woodman,Sawyer,andGriffin,1993;Ford,1996;OldhamandCum-mings,1996).Inspiteofthishighlevelofattention,however,©2005byJohnsonGraduateSchool,therehasbeenonlylimitedprogressinunderstandingtheCornellUniversity.roleofaff
