55 Proactive Vitality Management and Creative Work Performance workweeks (e.g., to deal with challenging tasks or a heavy workload) than during other workweeks. Fourth and finally, to provide a more integrative perspective, we have extended the within-person research design by incorporating personal and situational factors (i.e., between-person variables) that may play a role in the process of proactive vitality management and creativity at work. Proactive Vitality Management and Creative Work Performance Modern organizations must constantly adapt to deal with changing circumstances and competitive markets. In this adaptive process, creative employees who come up with new and useful ideas regarding work procedures or products are key to organizational effectiveness and competitive advantage (Harari, Reaves & Viswesvaran, 2016; Unsworth & Parker, 2003). There have been many studies on factors that may facilitate or hinder creative work performance (Anderson et al., 2014). For example, research suggests that certain personal characteristics promote creativity, such as being open to new experiences (e.g., Xu, Jiang, &Walsh, 2016) or having a learning goal orientation (e.g., Hirst, van Knippenberg, & Zhou, 2009). In addition, contextual factors may play a role as well and may influence employee creativity. Research has shown that people perform more creatively, for example, when their work is challenging, and when they have a considerable amount of autonomy in their jobs (e.g., Oldham & Cummings, 1996). Moreover, job descriptions in which creativity is explicitly stated as a requirement or the perception that creativity is expected may stimulate creative work performance (Unsworth & Clegg, 2010; Unsworth, Wall, & Carter, 2005), as this ‘creativity requirement’ may motivate employees to direct their attention and efforts towards creative goals. While such personal and contextual predictors of creativity can be of great value, they function as relatively distal influences on creative work performance, i.e. further from the individual and the creativity process. To illustrate, it may well be that the scientist who is trying to write an introduction to a new paper is open to new experiences (i.e., favorable personal characteristic for creativity) and works for a research institution that emphasizes practicing innovative science (i.e., a creativity requirement). These factors may provide a fruitful basis for creative work performance, but do not directly influence whether or not the scientist manages to come up with a captivating introduction to a new research article in any specific moment. Research indicates that physical and 3
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