Matching Items (2)
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Description
There is a popular notion that creativity is highly valued in our culture. However, those "in the trenches," people in creative endeavors that actually produce the acts of creativity, say this is not so. There is a negative correlation between the value stated and the true value placed on creativity

There is a popular notion that creativity is highly valued in our culture. However, those "in the trenches," people in creative endeavors that actually produce the acts of creativity, say this is not so. There is a negative correlation between the value stated and the true value placed on creativity by our contemporary culture. The primary purpose of this study was to investigate that correlation as well as a possible contributing factor to this negative correlation--the fear of risk involved in enacting and accepting creativity. The methods used in this study were literature review and interview. An extensive literature review was done, as much has been written on creativity. The review was done in four parts: 1) the difficulty in defining creativity; 2) fear and the fear of creativity; 3) solutions - ways to be, express, and accept creativity; and 4) the plethora of articles written about creativity. Six one-on-one interviews were conducted with creative individuals from a variety of commercial creative endeavors. Creatives in commercial fields were chosen specifically because of their ability to influence the culture. The results of this study showed that the hypothesis, that there is a negative correlation between the value stated and the true value placed on creativity, is true. The fear of risk involved in enacting and accepting creativity as a factor in this dichotomy was also shown to be true.
ContributorsGelman, Howard P (Author) / Heywood, Wil (Thesis advisor) / Patel, Mookesh (Committee member) / Knox, Gordon (Committee member) / Arizona State University (Publisher)
Created2013
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Description
Researchers lament that feedback interventions often fail. Traditional theories assume a cognitive relationship between the receipt of feedback and its impact on employee performance. I offer a theoretical model derived from Affective Events and Broaden and Build Theories to shed new light on the feedback-performance relationship. I bridge the two

Researchers lament that feedback interventions often fail. Traditional theories assume a cognitive relationship between the receipt of feedback and its impact on employee performance. I offer a theoretical model derived from Affective Events and Broaden and Build Theories to shed new light on the feedback-performance relationship. I bridge the two primary streams of feedback literature-the passive receipt and active seeking-to examine how employees' affective responses to feedback drive how they use feedback to improve performance. I develop and test a model whereby supervisor developmental feedback and coworker feedback seeking relate to the positivity ratio (the ratio of positive as compared to negative affect), enabling them to be more creative and thus improving their performance. I test my model using Experience Sampling Methodology with a sample of MBA students over a two week working period.
ContributorsChristensen, Amanda L (Author) / Kinicki, Angelo (Thesis advisor) / Zhang, Zhen (Committee member) / Hom, Peter (Committee member) / Arizona State University (Publisher)
Created2014