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This study highlights the importance of negative predictors of employee creativity. The authors identified a set of work environment characteristics that may inhibit employee creativity. Using data collected from 123 Canadian employees in various industries, the authors empirically tested the relationships between these inhibiting factors and peer-rated creative performance. Aversive leadership and unsupportive organizational climate were negatively related to creativity, whereas close monitoring was positively associated with creativity. Interaction analyses indicate that creative ability of employees may either enhance or attenuate the detrimental effects of inhibitory contextual factors. Complementing the existing studies that have largely focused on facilitators of creativity, the present study introduces a more balanced perspective to the organizational creativity literature by examining inhibitory contextual factors.

This study explores a model of the relationships between negotiators' perceptions of the negotiation situation, their behavior, and negotiation outcomes, using data collected in Canada and China. The results show that while Chinese negotiators are more concerned with maintaining good relations in the negotiation process, Canadian negotiators put more weight on their individual economic gains from negotiation. This result suggests a difference in a key work-related value: individualism/collectivism. Furthermore, Canadian negotiators' perceptions have less influence on their behavior than those of their Chinese counterparts. This could be explained by the fact that in a high-context culture like China, people's perceptions of the environment play an important role in how they behave.