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Oldham, Greg R. Cummings, Anne 2015-09-25T22:21:44Z 2015-09-25T22:21:44Z 10000-01-01 1997 1997 Conclusions of the study are limited by modest convergence among the two measures of radicalness, and by different network positions sharing significant amounts of variance. Yet the study clearly demonstrates that employee social structure is related to the initiation of organizational innovations, and that properties other than amount (i.e., the variation and availability) of social interaction are important. Results also suggest that research addressing what motivates employee creativity should consider a variety of psychological explanations (e.g., stimulation, self-determination, intrinsic motivation). Made available in DSpace on 2015-09-25T22:21:44Z (GMT). No. of bitstreams: 2 license.txt: 4848 bytes, checksum: 96035ab3f5e1c23cc7138a224ce498bd (MD5) 9737084.pdf: 5579155 bytes, checksum: 942117a35217cf0d6c555fd0509ef457 (MD5) Previous issue date: 1997 Embargo set by: Seth Robbins for item 85862 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs U of I Only 133 p. Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1997. http://hdl.handle.net/2142/84581 (MiAaPQ)AAI9737084 eng Sociology, Social Structure and Development The Radicalness of Employee Ideas: An Interactive Model of Co-Worker Networks and Problem-Solving Styles text Business Administration Business Administration University of Illinois at Urbana-Champaign Dissertation Ph.D.