Sharifirad, M. S. (2016). "Can incivility impair team's creative performance through paralyzing employee's knowledge sharing? A multi-level approach." Leadership & Organization Development Journal 2: 200-225.
Format: Peer-reviewed journal article
Type: Non-experimental study
Experience level of reader: Fundamental
Annotation: Novel ideas that spurn progress come about due to creative thinking. Research has identified facilitators of creativity: supervisor’s behavior, developmental feedback, and creative self-efficacy. Previous studies make a positive correlation between supervisor support and subordinates’ productivity. This paper looks at the inverse, uncivil behaviors in peers and managers as it affects creative work and knowledge sharing. Incivility is, “Low intensity deviant behavior with ambiguous intent to harm the target, in violation of workplace norms for mutual respect”. This includes behaviors like physical aggression, sexual harassment, and social exclusion.
Setting(s) to which the reported activities/findings are relevant: Community, Federal Lab, Government, Large business, Small business, University.
Knowledge user(s) to whom the piece of literature may be relevant: Policy makers, Clinicians, Brokers, Manufacturers, Developers, Intermediaries, Users, Advocates, and Researchers.
Knowledge user level addressed by the literature: Individual, Organizations.
This article uses the Commercial Devices and Services version of the NtK Model