Cultural issues are known to impact attitudes towards divergent thinking (ATDT), and this increased misunderstading when knowledge is shared. The nature of the explicit knowledge means that it is highly subjected to interpretation, and two individuals reading the same documents may interpret them differently.
ATDT is also likely to be influenced by one’s supervisor’s attitude. The amount of structure that supervisors initiate for their subordinates is likely to have a direct, negative effect on subordinates’ divergent thinking, and may also affect divergent thinking indirectly by influencing subordinates’ ATDT. Results generally support the model. Openness to experience and ATDT are positively associated with employees’ creative performance. In addition, some support is provided for a negative relationship between initiating structure and subordinates’ ATDT.
Does supervisors and structures influence the cultural aspects that may result in failure of knowledge management initiatives?
References:
S.D. Williams, Personality, attitude, and leader influences on divergent thinking and creativity in organizations, European Journal of Innovation Management Volume 7 · Number 3 · 2004 · pp. 187-204
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