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License to Steal: How the Creative Identity Entitles Dishonesty

  • Chapter
The Ethics of Creativity

Abstract

Organizations operate in an increasingly uncertain and changing world. Competition on the domestic and international fronts is intense, and organizations must create new products, strategies, services, and methods for maneuvering in the changing environment. As a result, organizations are recognizing the value of employees’ creativity as a way to innovate and maintain a competitive advantage (Thompson, 2003). Researchers and organizations are now beginning to explore how having a creative identity can increase creativity (Farmer, Tierney, & Kung-Mclntyre, 2003; Jaussi, Randel, & Dionne, 2007). Given the power of identities for shaping performance outcomes (Ashforth & Mael, 1989; Beyer & Hannah, 2002; Wrzesniewski, Dutton, & Debebe, 2003), it is not surprising that recent research has begun to explore how the creative identity can also motivate creative behavior.

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Author information

Authors and Affiliations

  1. Vanderbilt University, USA

    Lynne C. Vincent

  2. Cornell University, USA

    Jack A. Goncalo

Authors
  1. Lynne C. Vincent
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  2. Jack A. Goncalo
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Editor information

Editors and Affiliations

  1. Clark University, USA

    Seana Moran

  2. University of South Australia, Australia

    David Cropley

  3. University of Connecticut, USA

    James C. Kaufman

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© 2014 Lynne C. Vincent and Jack A. Goncalo

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Cite this chapter

Vincent, L.C., Goncalo, J.A. (2014). License to Steal: How the Creative Identity Entitles Dishonesty. In: Moran, S., Cropley, D., Kaufman, J.C. (eds) The Ethics of Creativity. Palgrave Macmillan, London. https://doi.org/10.1057/9781137333544_8

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