Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/306237 
Year of Publication: 
2024
Citation: 
[Journal:] R&D Management [ISSN:] 1467-9310 [Volume:] 54 [Issue:] 5 [Publisher:] Wiley [Place:] Hoboken, NJ [Year:] 2024 [Pages:] 930-949
Publisher: 
Wiley, Hoboken, NJ
Abstract: 
Idea screening is crucial as it must select the most promising ideas that are best suited to increase front‐end success. Although paradox theory indicates that learning tensions characterize the evaluation and screening of idea creativity, we know little about how idea screeners navigate through the associated competing demands. In response, we investigate the effects of idea screeners' paradoxical thinking on the assessment of the creativity of ideas as well as its motivational antecedents of paradoxical thinking. By analyzing a survey ( N  = 326) and an experiment ( N  = 292), we show that paradoxical thinking increases front‐end success and both dimensions of idea creativity (encompassing meaningfulness and novelty). In turn, by creating a motivational context (comprising decision autonomy, encouragement to take risks, and tolerance for mistakes), firms can provide the antecedents to adopt paradoxical thinking. Our study contributes to and extends the literature on screening idea creativity and paradox theory.
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc-nd Logo
Document Type: 
Article
Document Version: 
Published Version

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