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Curiosity in organizations: Addressing adverse reactions, trade-offs, and multi-level dynamics

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  • Kashdan, Todd
  • Harrison, Spencer H.
  • Polman, Evan
  • Kark, Ronit

Abstract

Curiosity serves a basic function in increasing the probability of work engagement, productivity, creativity, and innovation. Much of what is known about curiosity in organizations has been limited to explorations of individuals. Here, we provide empirically supported insights on how curiosity operates at various levels spanning individuals, collaborations, teams, organizations, and societies. Additionally, we advance research and practice by addressing several neglected issues. There is a strange disconnect in how leaders and co-workers encourage curiosity yet often experience an adverse reaction during or after its occurrence. There is also a strange asymmetry in the field such that curiosity is often described as a universally positive asset/trait yet there are costs that are worthy of consideration such as decision-making speed (i.e., trade-offs). Depending on the type of curiosity and mode of expression, curiosity can have bright, dark, or mixed consequences. Our aim is to help scientists and practitioners to better understand and intervene when attempting to capitalize on curiosity.

Suggested Citation

  • Kashdan, Todd & Harrison, Spencer H. & Polman, Evan & Kark, Ronit, 2023. "Curiosity in organizations: Addressing adverse reactions, trade-offs, and multi-level dynamics," Organizational Behavior and Human Decision Processes, Elsevier, vol. 179(C).
    • Handle: RePEc:eee:jobhdp:v:179:y:2023:i:c:s074959782300050x
    DOI: 10.1016/j.obhdp.2023.104274
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    References listed on IDEAS

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    1. David M. Lydon-Staley & Dale Zhou & Ann Sizemore Blevins & Perry Zurn & Danielle S. Bassett, 2021. "Hunters, busybodies and the knowledge network building associated with deprivation curiosity," Nature Human Behaviour, Nature, vol. 5(3), pages 327-336, March.
    2. Polman, Evan & Ruttan, Rachel L. & Peck, Joann, 2022. "Using curiosity to incentivize the choice of “should” options," Organizational Behavior and Human Decision Processes, Elsevier, vol. 173(C).
    3. Ma, Jie (Yonas), 2023. "Curious supervisor puts team innovation within reach: Investigating supervisor trait curiosity as a catalyst for collective actions," Organizational Behavior and Human Decision Processes, Elsevier, vol. 175(C).
    4. Thompson, Phillip S. & Bolino, Mark C. & Norris, Kalan R. & Kuo, Shu-Tsen, 2023. "Unconstructive curiosity killed the cat: The importance of follower political skill and constructive curiosity to avoid leader perceptions of insubordination and unlikability," Organizational Behavior and Human Decision Processes, Elsevier, vol. 178(C).
    5. Schweitzer, Vera M. & Gerpott, Fabiola H. & Rivkin, Wladislaw & Stollberger, Jakob, 2023. "(Don’t) mind the gap? Information gaps compound curiosity yet also feed frustration at work," Organizational Behavior and Human Decision Processes, Elsevier, vol. 178(C).
    6. Thompson, Phillip S. & Klotz, Anthony C., 2022. "Led by curiosity and responding with voice: The influence of leader displays of curiosity and leader gender on follower reactions of psychological safety and voice," Organizational Behavior and Human Decision Processes, Elsevier, vol. 172(C).
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