Table of Contents

Research Companion to the Dysfunctional Workplace

Research Companion to the Dysfunctional Workplace

Management Challenges and Symptoms

New Horizons in Management series

Edited by Janice Langan-Fox, Cary L. Cooper and Richard J. Klimoski

A work exposing and exploring the phenomena of the dysfunctional workplace is long overdue. This fascinating book does just that, uncovering the subversiveness, counter-productive behaviour and unspoken ‘issues’ that managers struggle with on a daily basis.

Chapter 24: Helping Creativity and Innovation Thrive in Organizations: Functional and Dysfunctional Perspectives

Neil Anderson and Rosina M. Gasteiger

Subjects: business and management, diversity and management, human resource management, organisational behaviour


Neil Anderson and Rosina M. Gasteiger The processes, antecedents and outcomes of creativity and innovation in organizations have held the interests of both organizational researchers and change management practitioners for several decades now. Research into innovation has continued to shed light upon the factors that help and hinder innovation at several levels of analysis in organizational settings. Indeed, factors at the individual, group and organizational level have now been repeatedly identified across such a number of separate research studies that there is a reliable body of evidence to underscore pragmatic intervention attempts to enhance and improve innovation processes in organizations. Yet despite this continued growth in research and practical innovation change management programs, there remains a ‘dark side’ to innovation procedures and outcomes that has been far less attended to by researchers and practitioners alike. The purpose of this chapter is to explore some of these more dysfunctional, conflictual and counterproductive aspects of innovation in work organizations. Innovation research has grown apace, especially over the last 20 years, as organizations have needed to respond to changing environments by becoming more flexible and adaptive, by becoming more dependent upon team-based structures, and by downsizing and flattening their structures to facilitate more responsive and flexible decision making (Axtell et al., 2000; Howard, 1995). These environmental and business drivers toward increasing innovation in organizations have had the positive effect of stimulating research and improvements in professional practices of change management intervention, but on the downside have obscured the inherently problematic...

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