Working in the office or working from home: Where are employees most creative?

IF 3.7 3区 管理学 Q2 MANAGEMENT Creativity and Innovation Management Pub Date : 2024-02-29 DOI:10.1111/caim.12601
Marc Rücker, Oscar Pakos, Sophia Windschiegl, Kai-Ingo Voigt
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Abstract

The COVID-19 pandemic has fundamentally changed how we work. Even after the pandemic, many companies offer their employees the option of working from home. Although working from home may offer several benefits, our understanding of whether employees are more creative when working from home or in an office is limited. To address this research gap, we conducted an experimental study with a German company whose employees usually work in an activity-based workspace consisting of open, closed and informal spaces that can be used by employees depending on the task at hand. Employees self-assessed their creative performance for different creative tasks (individual vs. team) and in different work environments (office vs. home office). Our findings reveal that for individual creative tasks (e.g. creating a presentation), employees are more creative when working from home (vs. in the office) because they experience higher levels of perceived psychological freedom (mediating effect). By contrast, for team creative tasks (e.g. developing ideas for a new product), employees reported being more creative when working in the office (vs. from home) due to higher levels of perceived psychological safety (mediating effect). Taken together, these findings enhance our understanding of when and how working from home (vs. in the office) may be beneficial for employees' creativity.

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在办公室工作还是在家工作?哪里的员工最有创意?
COVID-19 大流行从根本上改变了我们的工作方式。即使在疫情过后,许多公司仍为员工提供在家办公的选择。虽然在家工作可能会带来一些好处,但我们对在家工作或在办公室工作的员工是否更有创造力的了解还很有限。为了填补这一研究空白,我们在一家德国公司开展了一项实验研究,该公司的员工通常在一个基于活动的工作空间工作,该工作空间由开放、封闭和非正式空间组成,员工可以根据手头的任务使用这些空间。针对不同的创意任务(个人与团队)和不同的工作环境(办公室与家庭办公室),员工对自己的创意表现进行了自我评估。我们的研究结果表明,对于个人创意任务(如制作演示文稿),员工在家工作(与在办公室工作相比)时更有创造力,因为他们体验到了更高水平的心理自由感知(中介效应)。相比之下,对于团队创意任务(如开发新产品创意),员工表示在办公室工作(与在家工作相比)时更有创造力,因为他们感知到的心理安全程度更高(中介效应)。综上所述,这些发现加深了我们对在家工作(与在办公室工作相比)何时以及如何有利于提高员工创造力的理解。
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来源期刊
CiteScore
7.70
自引率
11.40%
发文量
57
期刊介绍: Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.
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