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Article
Publication date: 28 March 2019

Joana Kuntz and Erlend Dehlin

Self-deception is generally deemed an adaptive psychological mechanism that ensures well-being, a sense of identity and social advancement. However, self-deception becomes…

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Abstract

Purpose

Self-deception is generally deemed an adaptive psychological mechanism that ensures well-being, a sense of identity and social advancement. However, self-deception becomes maladaptive in organised environments that undermine the critical thinking essential to development and change. The purpose of this paper is to advance a theoretical model of self-deception, specifying and contextualising its intrapersonal and relational components in organisations. Further, it provides guidelines for practitioners to identify self-deception tactics, and minimise maladaptive self-deception.

Design/methodology/approach

Drawing on affective coping, system justification and self-categorisation theories, the paper illustrates how the interplay of intrapersonal and relational factors with organisational practices explain self-deception.

Findings

Maladaptive self-deception is pervasive in organisations that deter critical reflection, and intensify motivated biases to self-enhance and self-protect.

Originality/value

This paper proposes a socially and organisationally embedded model of self-deception, specifies how self-deception develops and manifests in organisations, and suggests ways of identifying and managing self-deception towards positive organisational development and change.

Details

Journal of Management Development, vol. 38 no. 2
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 28 July 2020

Milton Mayfield, Jacqueline Mayfield and Kathy Qing Ma

While there has been an abundance of research on the positive outcomes of creative environment, little work has been done on how creative environment influences the general work…

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Abstract

Purpose

While there has been an abundance of research on the positive outcomes of creative environment, little work has been done on how creative environment influences the general work outcomes of noncreative specialist workers. The paper aims to fill this void by examining the influence of creative environment on absenteeism among garden variety workers and the mediating role of job satisfaction.

Design/methodology/approach

The paper uses cross-sectional data of 116 noncreative specialist workers to empirically test the hypotheses. The authors used covariance-based structural equation modeling (SEM) through the lavaan package for the statistical software R.

Findings

Results found that, for a cross section of noncreative specialist workers, a one standard deviation increase in a worker's creative environment would decrease that worker's absenteeism by 0.447 standard deviation. The creative environment also explained 11.3% of the variance in absenteeism. Subsequent analysis showed that job satisfaction fully mediated the relationship between the creative environment and absenteeism and that the results were resistant to omitted variable bias.

Originality/value

The study contributes to theory and practice by showing empirically that creative environment leads to positive work outcomes, despite the innovation level required by the job. This study advances research on creative environment by targeting the garden variety workers, underscores the importance of cultivating a creative environment and calls attention to the complexity of the creativity–job affect link.

Details

Journal of Organizational Change Management, vol. 33 no. 5
Type: Research Article
ISSN: 0953-4814

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