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A publicação pode ser exportada nos seguintes formatos: referência da APA (American Psychological Association), referência do IEEE (Institute of Electrical and Electronics Engineers), BibTeX e RIS.

Exportar Referência (APA) 
De Clercq, D. & Pereira, R. (2019). Resilient employees are creative employees, when the workplace forces them to be. Creativity and Innovation Management. 28 (3), 329-342
Exportar Referência (IEEE) 
D. D. Clercq and R. T. Pereira,  "Resilient employees are creative employees, when the workplace forces them to be", in Creativity and Innovation Management, vol. 28, no. 3, pp. 329-342, 2019
Exportar BibTeX 
@article{clercq2019_1732202657212,
	author = "De Clercq, D. and Pereira, R.",
	title = "Resilient employees are creative employees, when the workplace forces them to be",
	journal = "Creativity and Innovation Management",
	year = "2019",
	volume = "28",
	number = "3",
	doi = "10.1111/caim.12328",
	pages = "329-342",
	url = "https://onlinelibrary.wiley.com/doi/full/10.1111/caim.12328"
}
Exportar RIS 
TY  - JOUR
TI  - Resilient employees are creative employees, when the workplace forces them to be
T2  - Creativity and Innovation Management
VL  - 28
IS  - 3
AU  - De Clercq, D.
AU  - Pereira, R.
PY  - 2019
SP  - 329-342
SN  - 0963-1690
DO  - 10.1111/caim.12328
UR  - https://onlinelibrary.wiley.com/doi/full/10.1111/caim.12328
AB  - With a basis in conservation of resources theory, this article considers the connection between employees' resilience and disruptive creative behaviour-conceptualized herein as the extent to which they generate radically new ideas for organizational improvement-as well as how this connection might be invigorated by resource-draining work conditions that stem from excessive workloads and unfavourable decision-making processes. Data collected through a survey administered to employees in an organization that operates in the distribution sector reveal that employees' resilience levels spur their disruptive creative behaviour, and this process is more prominent among employees who believe they have insufficient time to complete their work tasks (i.e., suffer from high work overload) and operate in organizational climates marked by high rigidity or dysfunctional politics. The findings accordingly inform organizational practitioners that the allocation of employees' personal resource bases to disruptive creative behaviours might be particularly useful among employees who face substantial adversity in their organizational functioning.
ER  -