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Workplace duties or opportunities? Challenge stressors, regulatory focus, and creativity

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  • Sacramento, Claudia A.
  • Fay, Doris
  • West, Michael A.

Abstract

Previous research has produced contradictory findings about the impact of challenge stressors on individual and team creativity. Based on the challenge–hindrance stressors framework (LePine, Podsakoff, & LePine, 2005) and on regulatory focus theory (Higgins, 1997), we argue that the effect of challenge stressors on creativity is moderated by regulatory focus. We hypothesize that while promotion focus strengthens a positive relationship between challenge stressors and creativity, prevention focus reinforces a negative relationship. Experimental data showed that high demands led to better results in a creative insight task for individuals with a strong trait promotion focus, and that high demands combined with an induced promotion focus led to better results across both creative generation and insight tasks. These results were replicated in a field R&D sample. Furthermore, we found that team promotion focus moderated the effect of challenge stressors on team creativity. The results offer both theoretical insights and suggest practical implications.

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  • Sacramento, Claudia A. & Fay, Doris & West, Michael A., 2013. "Workplace duties or opportunities? Challenge stressors, regulatory focus, and creativity," Organizational Behavior and Human Decision Processes, Elsevier, vol. 121(2), pages 141-157.
    • Handle: RePEc:eee:jobhdp:v:121:y:2013:i:2:p:141-157
    DOI: 10.1016/j.obhdp.2013.01.008
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    References listed on IDEAS

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    1. Crowe, Ellen & Higgins, E. Tory, 1997. "Regulatory Focus and Strategic Inclinations: Promotion and Prevention in Decision-Making," Organizational Behavior and Human Decision Processes, Elsevier, vol. 69(2), pages 117-132, February.
    2. Levine, John M. & Higgins, E. Tory & Choi, Hoon-Seok, 2000. "Development of Strategic Norms in Groups," Organizational Behavior and Human Decision Processes, Elsevier, vol. 82(1), pages 88-101, May.
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