Berg J. M., Wrzesniewski, A., Grant, A. M., Kurkoski, J., & Welle, B. (2023). Getting unstuck: The effects of growth mindsets about the self and job on happiness at work. Journal of Applied Psychology, 108(1), 152-166.
**First two authors contributed equally.
Past research on growth mindsets has focused on the benefits of viewing the self as flexible rather than fixed. We propose that employees can make more substantial agentic changes to their work experiences if they also hold growth mindsets about their job designs. We introduce the concept of dual-growth mindset—viewing both the self and job as malleable—and examine its impact on employee happiness over time. We hypothesize that fostering a dual-growth mindset yields relatively durable gains in happiness, while fostering a growth mindset about either the self or job is insufficient for sustainable increases in happiness. We tested these predictions using two experimental studies: a field quasi-experiment in a Fortune 500 technology company and a controlled experiment with employees in a variety of organizations and occupations. Across the two experiments, fostering dual-growth mindset yielded gains in self-reported and observer-rated happiness that lasted at least six months. Fostering growth mindsets about either the self or job alone did not generate lasting increases in happiness. Supplementary mediation analyses suggest dual-growth mindsets boosted happiness by enabling employees to plan more substantial job crafting. Our research suggests that durable gains in happiness at work depend on holding flexible mindsets about the job, not only the self.
Berg, J. M. (2022). One-hit wonders versus hit makers: Sustaining success in creative industries. Administrative Science Quarterly, 67(3), 630-675.
Creative industries produce many one-hit wonders who struggle to repeat their initial success and fewer hit makers who sustain success over time. To develop theory on the role of creativity in driving sustained market success, I propose a path dependence theory of creators’ careers that considers creators’ whole portfolios of products over time and how their early portfolios shape their later capacity to sustain success. The main idea is that a creator’s path to sustained success depends on the creativity in their portfolio at the time of their initial hit—relatively creative portfolios give creators more options for leveraging their past portfolios while adapting to market changes, increasing their odds of additional hits. I tested the proposed theory using an archival study of the U.S. music industry from 1959–2010, including data on over 3 million songs by 69,050 artists, and the results largely support the hypotheses. Artists who reached their initial hits with relatively creative (novel or varied) portfolios were more likely to generate additional hits, but a novel portfolio was less likely to yield an initial hit than was a typical portfolio. These findings suggest that new creators face a tradeoff between their likelihood of initial versus sustained success, such that building a relatively creative early portfolio is a risky bet that can make or break a creator’s career.
Berg, J. M. & Yu, A. (2021). Getting the picture too late: Handoffs and the effectiveness of idea implementation in creative work. Academy of Management Journal 64(4), 1191-1212.
**Selected as an exemplar for the thematic issue “Improving the transparency of empirical research published in AMJ.”
Past research on idea implementation has focused on employees trying to win social support for their own ideas, yet employees are often handed ideas to implement that were developed by others. We propose and test hypotheses on such handoffs, focusing on how handing employees relatively mature ideas to implement may lead them to build less creative final products. We tested our hypotheses using two studies: an archival study of 5,676 movies in the U.S. film industry and a complementary experiment. Results suggest that late handoffs yielded less creative final products than no or early handoffs, meaning it was costly to creativity when employees implemented relatively mature ideas without driving at least some of their prior development. However, “serialized late handoffs” — wherein implementers were handed relatively mature ideas after an earlier handoff between two other individuals — were less costly to creativity than late handoffs from one other individual. Mediation results suggest that late handoffs reduced implementers’ creativity by restricting their sense of psychological ownership and the coherence of their final products. This research advances theory on idea implementation, handoffs, and psychological ownership in creative work.
Yu, A., Berg, J. M., Zlatev, J. J. (2021). Emotional acknowledgment: How verbalizing others’ emotions fosters interpersonal trust. Organizational Behavior and Human Decision Processes, 164, 116-135.
People often respond to others’ emotions using verbal acknowledgment (e.g., “You seem upset”). Yet, little is known about the relational benefits and risks of acknowledging others’ emotions in the workplace. We draw upon Costly Signaling Theory to posit how emotional acknowledgment influences interpersonal trust. We hypothesize that emotional acknowledgment acts as a costly signal of the perceiver’s willingness to expend personal resources to meet the needs of the expresser. Across six studies, we found convergent evidence that emotional acknowledgment led to greater perceptions of costliness, and in turn, to higher evaluations of trust. These effects were stronger for negative than positive emotions because acknowledging negative emotions involved a greater perceived cost. Moreover, inaccurate acknowledgment fostered greater trust than not acknowledging when positive emotions were mislabeled as negative, but not when negative emotions were mislabeled as positive. These findings advance theory on key dynamics between emotion and language in work-related relationships.
Berg, J. M. (2019). When silver is gold: Forecasting the potential creativity of initial ideas. Organizational Behavior and Human Decision Processes, 154, 96-117.
Past research on idea evaluation has focused on how individuals evaluate the creativity of finalized ideas. But idea evaluation is also important early in the creative process, when individuals must forecast the potential creativity of rough initial ideas as they decide which to develop. Using five experiments, this paper examines individuals’ accuracy in forecasting the potential creativity of their initial ideas. Participants ranked the potential creativity of their initial ideas before developing them into final ideas. Results suggest that participants tended to under-rank their highest-potential idea. The initial idea that participants thought was their second best tended to actually be their best idea in the end. Broadly, the results suggest that creators exhibit myopia when forecasting the potential creativity of their initial ideas, leading them to overlook their most promising initial ideas. However, forecasting at a higher (more abstract) construal level helped participants identify their best initial idea.
Berg, J. M. (2016). Balancing on the creative highwire: Forecasting the success of novel ideas in organizations. Administrative Science Quarterly, 61(3), 433-468.
**Best Published Paper Award, Academy of Management OMT Division (2017).
Betting on the most promising new ideas is key to creativity and innovation in organizations, but predicting the success of novel ideas can be difficult. To select the best ideas, creators and managers must excel at creative forecasting, the skill of predicting the outcomes of new ideas. Using both a field study of 339 professionals in the circus arts industry and a lab experiment, I examine the conditions for accurate creative forecasting, focusing on the effect of creators’ and managers’ roles. In the field study, creators and managers forecasted the success of new circus acts with audiences, and the accuracy of these forecasts was assessed using data from 13,248 audience members. Results suggest that creators were more accurate than managers when forecasting about others’ novel ideas, but not their own. This advantage over managers was undermined when creators previously had poor ideas that were successful in the marketplace anyway. Results from the lab experiment show that creators’ advantage over managers in predicting success may be tied to the emphasis on both divergent thinking (idea generation) and convergent thinking (idea evaluation) in the creator role, while the manager role emphasizes only convergent thinking. These studies highlight that creative forecasting is a critical bridge linking creativity and innovation, shed light on the importance of roles in creative forecasting, and advance theory on why creative success is difficult to sustain over time.
Berg, J. M. (2014). The primal mark: How the beginning shapes the end in the development of creative ideas. Organizational Behavior and Human Decision Processes, 125(1), 1-17.
While creative ideas are defined as both novel and useful, novelty and usefulness often diverge, making it difficult to develop ideas that are high in both. To explain this tradeoff between novelty and usefulness and how it can be overcome, this paper introduces the concept of the “primal mark”—i.e., the first bit of content employees start with as they generate ideas, which anchors the trajectory of novelty and usefulness. In four experiments, participants started with primal marks that contained varying degrees of novelty. Results suggest that familiar primal marks foster usefulness at the expense of novelty, while new primal marks foster novelty at the expense of usefulness. However, the results also suggest a solution to this tradeoff: integrative primal marks that combine new and familiar content, fostering an optimal balance of novelty and usefulness. Implications for theory and research on creativity in organizations are discussed.
Grant, A. M., Berg, J. M., & Cable, D. M. (2014). Job titles as identity badges: How self-reflective titles can reduce emotional exhaustion. Academy of Management Journal, 57(4), 1201-1225.
Job titles help organizations manage their human capital and have far-reaching implications for employees’ identities. Because titles do not always reflect the unique value that employees bring to their jobs, some organizations have recently experimented with encouraging employees to create their own job titles. To explore the psychological implications of self-reflective job titles, we conducted field research combining inductive qualitative and deductive experimental methods. In Study 1, a qualitative study at the Make-A-Wish Foundation, we were surprised to learn that employees experienced self-reflective job titles as reducing their emotional exhaustion. We triangulated interviews, observations, and archival documents to identify three explanatory mechanisms through which self-reflective job titles may operate: self-verification, psychological safety, and external rapport. In Study 2, a field quasi-experiment within a health care system, we found that employees who created self-reflective job titles experienced less emotional exhaustion five weeks later, whereas employees in two control groups did not. These effects were mediated by increases in self-verification and psychological safety, but not external rapport. Our research suggests that self-reflective job titles can be important vehicles for identity expression and stress reduction, offering meaningful implications for research on job titles, identity, and emotional exhaustion.
Ollier-Malaterre, A., Rothbard, N. P., & Berg, J. M. (2013). When worlds collide in cyberspace: How boundary work in online social networks impacts professional relationships. Academy of Management Review, 38(4), 645-669.
As employees increasingly interact with their professional contacts in online social networks that are personal in nature, such as Facebook or Twitter, they are likely to experience a collision of their professional and personal identities unique to this new and expanding social space. In particular, online social networks present employees with boundary management and identity negotiation opportunities and challenges because they invite nontailored self-disclosure to broad audiences while offering few of the physical and social cues that normally guide social interactions. How and why do employees manage the boundaries between their professional and personal identities in online social networks, and how do these behaviors impact the way they are regarded by professional contacts? We build a framework to theorize about how work-nonwork boundary preferences and self-evaluation motives drive the adoption of four archetypical sets of online boundary management behaviors (open, audience, content, and hybrid) and the consequences of these behaviors for respect and liking in professional relationships. Content and hybrid behaviors are more likely to increase respect and liking than open and audience behaviors; audience and hybrid behaviors are less risky for respect and liking than open and content behaviors but more difficult to maintain over time.
Berg, J. M., Grant, A. M., & Johnson, V. (2010). When callings are calling: Crafting work and leisure in pursuit of unanswered occupational callings. Organization Science, 21(5), 973-994.
**Finalist, Best Paper in Positive Organizational Scholarship (2010).
Scholars have identified benefits of viewing work as a calling, but little research has explored the notion that people are frequently unable to work in occupations that answer their callings. To develop propositions on how individuals experience and pursue unanswered callings, we conducted a qualitative study based on interviews with 31 employees across a variety of occupations. We distinguish between two types of unanswered callings—missed callings and additional callings—and propose that individuals pursue these unanswered callings by employing five different techniques to craft their jobs (task emphasizing, job expanding, and role reframing) and their leisure time (vicarious experiencing and hobby participating). We also propose that individuals experience these techniques as facilitating the kinds of pleasant psychological states of enjoyment and meaning that they associate with pursuing their unanswered callings, but also as leading to unpleasant states of regret over forgone fulfillment of their unanswered callings and stress due to difficulties in pursuing their unanswered callings. These propositions have important implications for theory and future research on callings, job crafting, and self-regulation processes.
Berg, J. M., Wrzesniewski, A., & Dutton, J. E. (2010). Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity. Journal of Organizational Behavior, 31(2-3), 158-186.
**Finalist, Best Paper in Journal of Organizational Behavior (2010).
We utilize a qualitative study of 33 employees in for-profit and non-profit organizations to elaborate theory on job crafting. We specifically focus on how employees at different ranks describe perceiving and adapting to challenges in the execution of job crafting. Elaborating the challenges employees perceive in job crafting and their responses to them details the adaptive action that may be necessary for job crafting to occur. Specifically, our findings suggest that higher-rank employees tend to see the challenges they face in job crafting as located in their own expectations of how they and others should spend their time, while lower-rank employees tend to see their challenges as located in their prescribed jobs and others’ expectations of them. The nature of each group’s perceived challenges is related to the adaptive moves that they make to overcome them, such that higher-rank employees adapt their own expectations and behaviors to make do with perceived opportunities to job craft at work, while lower-rank employees adapt others’ expectations and behaviors to create opportunities to job craft. Our elaborated theory presents a socially embedded account of job crafting as a proactive and adaptive process that is shaped by employees’ structural location in the organization.
Invited Articles & Book Chapters
Berg, J. M., Raj, M., & Seamans, R. (2023). Capturing value from artificial intelligence. Academy of Management Discoveries, forthcoming.
**Authors listed alphabetically.
In this AMD Guidepost essay, we document outstanding questions regarding how organizations can capture value from AI tools and outline pathways for future exploratory management and organizational research on AI. Specifically, we emphasize the importance of understanding how advances in AI technologies may reshape how organizations develop and use complementary assets. We highlight this point using the recent case of ChatGPT, an AI-enabled language modeler released in November 2022 that has grown in popularity more quickly than any other consumer application, including TikTok and Instagram.
Berg, J. M., Duguid, M. M., Goncalo, J. A., Harrison, S. H., Miron-Spektor, E. (2023). Escaping irony: Making research on creativity in organizations more creative. Organizational Behavior and Human Decision Processes, 175, 104235.
**Editorial introducing the special issue Novel Perspectives on Creativity in Organizations.
Like most literatures as they mature, the creativity literature has become—ironically—less creative. We spearheaded this special issue to encourage the bold new ideas we need to revitalize research on creativity in organizations and expand our capacity to build knowledge on this important topic. The ten articles included in the special issue inject a big dose of novelty into the creativity literature. We discuss the novel contributions of each article and how scholars can continue making research on creativity more creative.
Berg, J. M. (2020). Brilliant and benevolent: The optimism of Teresa Amabile’s legacy for creativity in organizations. In R. Reiter-Palmon, C. M. Fisher, & J. S. Mueller (Eds.), Creativity at work: A Festschrift in honor of Teresa Amabile. Palgrave Macmillan (pp. 1-8).
In 1982 and 1983, Teresa Amabile published two papers that laid the groundwork for studying the social psychology of creativity. During the same years, she also published two papers that have received comparably less attention. These two papers highlight a profound problem for creativity in organizations: insecure individuals have a powerful incentive to tear down others’ ideas, as doing so can help them obtain the intellectual status they desire. This chapter explores the potential implications of this “cruelty incentive.” The main proposition is that when people evaluate others’ ideas, cruelty can make them look and feel smart, but a more benevolent approach is actually smarter. The goal is to encourage future research on Amabile’s profound insights that have remained largely untapped since 1983.
Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2013). Job crafting and meaningful work. In B. J. Dik, Z. S. Byrne, & M. F. Steger (Eds.), Purpose and meaning in the workplace (pp. 81-104). Washington, DC: American Psychological Association.
Wrzesniewski, A., LoBuglio, N., Dutton, J. E., & Berg, J. M. (2013). Job crafting and cultivating positive meaning and identity in work. In A. B. Bakker (Ed.), Advances in positive organizational psychology (Vol. 1, pp. 281-302). London: Emerald.
**Selected as Outstanding Author Contribution by Emerald Publishing (2014).
Grant, A. M., & Berg, J. M. (2011). Prosocial motivation at work: When, why, and how making a difference makes a difference. In K. Cameron & G. Spreitzer (Eds.), Oxford handbook of positive organizational scholarship (pp. 28-44). New York: Oxford University Press.
This chapter examines the nature, contextual and dispositional antecedents, contingent behavioral consequences, and moderating effects of prosocial motivation at work. Prosocial motivation, the desire to protect and promote the well-being of others, is distinct from altruism and independent of self-interested motivations. Key antecedents include relational job design, collectivistic norms and rewards, and individual differences in other-oriented values, agreeableness, and conscientiousness. Prosocial motivation more strongly predicts persistence, performance, and productivity when it is intrinsic rather than extrinsic; citizenship behaviors when it is accompanied by impression management motivation; and performance when manager trustworthiness is high. Prosocial motivation strengthens the relationship between intrinsic motivation and creativity, core self-evaluations and performance, and proactive behaviors and performance evaluations. Future directions include studying the conditions under which prosocial motivation fuels unethical behavior and harmdoing, collective prosocial motivation, behavior as a cause rather than consequence of prosocial motivation, new organizational antecedents of prosocial motivation, and implications for social entrepreneurship, corporate social responsibility, and the natural environment.
Wrzesniewski, A., Berg, J. M., & Dutton, J. E. (June 2010). Turn the job you have Into the job you want. Harvard Business Review, 88(6).
Practitioner & Teaching Materials
Suite of Materials on Job Crafting:
- Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2008). Job Crafting™ Exercise. Self-development tool.
- Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2007). What Is Job Crafting and Why Does It Matter? Theory-to-practice briefing.
- Berg, J. M. & Dutton, J. E. (2008). Job Crafting at Burt’s Bees. Teaching case.
- Berg, J. M. & Dutton, J. E. (2008). Crafting a Fulfilling Job: Bringing Passion Into Work. Teaching case.
- Berg, J. M. & Dutton, J. E. (2008). Anne Ladky: An Energy Approach to Leadership. Teaching case.
- Grant, A. M., Berg, J. M., Duvall, A., Llabona, N., & Malcolm, L. (2009). Serious Play at the Make-A-Wish Foundation. Teaching case.