Employees' novel ideas often do not get recognized or valued by their managers, thus precluding these ideas from benefiting the organization. Drawing on the social-cognitive model of creativity evaluation (Zhou & Woodman, 2003) and integrating it with a social network (N/W) lens, this article investigates how characteristics of the social networks of managers and employees play a role in influencing managers' valuation of and willingness to implement novel employee ideas. In three studies-an experimental study manipulating idea novelty and the functional diversity of idea evaluators' (i.e., managers') network, and two network field studies (with managers evaluating actual product ideas generated by employees)-we document how managers generally disfavor novelty and, therefore, are unwilling to implement novel yet useful ideas. However, we find that managers' advice network diversity and employees' centrality in the advice network among their peers help mitigate this negative effect. Managers are able to better appreciate the value of novel ideas when they have more diverse networks and when idea-proposing employees have high centrality in their peer network. Theoretical and practical implications of these findings are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

中文翻译：

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看到新颖性的价值：经理和员工的社交网络是经理想法评估和实施决策的关键。


员工的新颖想法往往不会得到管理者的认可或重视，从而阻碍了这些想法为组织带来好处。本文借鉴创造力评估的社会认知模型（Zhou & Woodman，2003）并将其与社交网络（N/W）镜头相结合，研究了管理者和员工的社交网络特征如何在影响管理者方面发挥作用' 对员工新颖想法的评价和实施意愿。在三项研究中——一项操纵创意新颖性和创意评估者（即管理者）网络功能多样性的实验研究，以及两项网络实地研究（管理者评估员工产生的实际产品创意）——我们记录了管理者通常如何不喜欢新颖性因此，不愿意实施新颖但有用的想法。然而，我们发现管理者建议网络的多样性和员工在同事建议网络中的中心地位有助于减轻这种负面影响。当管理者拥有更加多样化的网络并且提出想法的员工在同事网络中具有高度中心地位时，他们能够更好地理解新想法的价值。讨论了这些发现的理论和实践意义。 （PsycInfo 数据库记录 (c) 2024 APA，保留所有权利）。