SMITH BRAIN TRUST – Anyone feeling a bit bah humbug about the prospect of a work holiday party this year? If the idea of adding another Zoom call with colleagues, donned in your most festive ugly sweater, has you wanting to feign sickness, don’t underestimate the value of a bit of holiday cheer, says Maryland Smith’s Vijaya Venkataramani.
Vijaya Venkataramani is an associate professor of management & organization at the Robert H. Smith School of Business at the University of Maryland. She is a former associate editor at the Journal of Applied Psychology. Venkataramani’s research focuses on creativity and innovation in organizations, especially understanding how informal social relationships and social networks at work enable employees’ ability to develop and implement creative ideas. Her recent research has focused on exploring why, although employees may have new ideas, these ideas often go unheard, unrecognized or even prematurely rejected by their managers, and how both employees and managers can address this. Her research has appeared in such journals as the Academy of Management Journal, Organization Science, Journal of Applied Psychology, Personnel Psychology and Organizational Behavior & Human Decision Processes.
It’s challenging to steer an organization through a crisis. And when several crises converge at once the challenge is even greater.
2020 has been a year, marked by unprecedented turmoil. Business leaders have grappled with a deadly pandemic, a sharp economic contraction, a dismantling of business norms, and a social reckoning stirred by the police killing of George Floyd.
Front-line workers resent managers who ignore their input. But research from the University of Maryland’s Robert H. Smith School of Business puts the blame elsewhere when ideas get stifled or punished at the bottom of the corporate hierarchy.
Think your boss is a jerk because he or she treated you unfairly? It’s possible your manager just has too much to do.
Recent research, published in the Academy of Management Journal, finds that many managers are just too busy to be fair. They are juggling so many responsibilities that fairness often falls by the wayside.
Your Social Network Contacts Could Determine How Innovative You Are
In new research, Vijaya Venkataramani, associate professor of management and organization at the University of Maryland’s Robert H. Smith School of Business, and two co-authors, explore how our connections — and their connections — influence how innovative we are at work.
Robust Support Systems Promote Speak-up Culture
Sharing creative ideas at work can be risky. What if a suggestion appears foolish? What if it upsets a comfortable routine? What if it fails? When in doubt, many employees keep their mouths shut. One way to counteract these instincts and foster creativity is to develop a seemingly unrelated skill: Networking. Smith School professor Vijaya Venkataramani and her co-authors show the link between creativity and networking in a study published in the Journal of Applied Psychology. Read more...
If you are a leader and manager in your organization, you likely understand that fostering creative ideas leads to innovation within your organization. You also are likely to understand that networking within and outside of your organization is beneficial to your ability to implement and be effective as a change agent in your organization.
Vijaya Venkataramani is an Associate Professor of Management & Organization at the R.H. Smith School of Business at the University of Maryland. She is a former Associate Editor at the Journal of Applied Psychology. Professor Venkataramani’s research focuses on creativity and innovation in organizations, especially understanding how informal social relationships and social networks at work enable employees’ ability to develop and implement creative ideas.