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Scott G. Isaksen,Wouter S. Aerts 대한사고개발학회 2011 The International Journal of Creativity & Problem Vol.21 No.2
People, organizations, and societies benefit when there is an appropriate fit between individuals and their environments (e.g. Chatman, 1989; Kristof, 1996; Shalley, Zhou & Oldham, 2004). This is particularly true for producing organizational innovation. Little is known about the relationship between style preferences (as the people aspect) and climates for creativity. This study aims to tie these two constructs together by taking an interactionist approach. Two assessment approaches were taken. Best and worst-case climates were assessed by administering two short forms of the Situational Outlook Questionnaire in which 213 individuals identified specific best and worst-case work experiences and then responded to the nine dimensions of creative climate. Problem-solving style was measured by VIEW: An Assessment of Problem Solving Style. The findings of this research confirmed that significant differences between best (most desired/ most likely to fit) and worst (least desired/a most likely misfit) workplace climates exist. It also suggests that problem-solving styles make a difference for some of the dimensions of creative climate. A number of implications were presented for those who lead and manage for innovation.