Creative Psychological Capital: A Conceptual Framework for Future

Creativity Research

Yusmedi Nurfaizal

, Christantius Dwiatmadja

and Sri Murni Setyawati

STMIK Amikom Purwokerto, Jl.Letjend.Pol.Sumarto, Purwokerto, Indonesia

Satya Wacana Christian University, Jalan Diponegoro 52-60, Salatiga, Indonesia

Jenderal Soedirman University, Jl. Prof. Dr. H.R. Boenyamin No.708, Grendeng, Purwokerto, Indonesia

Keywords: Creative Psychological Capital, Creativity, Small and Medium Enterprises

Abstract: Creative psychological capital is a positive potential that exists within a person who can be judged and

developed to produce something new or new order that is defined by self-efficacy, hope, courage, resilience

and optimism. This concept is a new positive organizational behavior concept that synthesizes and develops

the theory of psychological capital and creativity. The authors assume that the concept of psychological

capital can still be developed to be broader so as to capture the phenomenon of individuals with more

comprehensive. The development is done by integrating the concept of psychological capital with creativity

in which it contains components of psychological capital. The integration of the two concepts resulted in a

new construct called creative psychological capital. This article provides a conceptual framework that

integrates psychological and creative capital factors, which will ultimately provide theoretical implications

and recommendations for future creativity of small and medium enterprises (SMEs) research.

1 INTRODUCTION

Luthans (2001) wrote about positive organizational

behavior (POB) in reaction to the development of

positive psychology. Luthans continued to provocate

with further articles in 2002 and 2003 showing the

positive psychological impact on the field of

organizational behavior. The impact was not only on

the micro level (micro OB) such as personality-trait

but also at the macro level (macro OB) such as

group functionalization. The provocation appeared

to be quite effective with the emergence of POB-

related research to balance negative behavioral

research such as stress, burnout, role conflict,

absenteeism, turnover intention, deviant behavior,

and abusive supervision. Positive organizational

behavior concepts seem to continue to evolve in the

future because they have a positive impact on

individual development and performance. The

development of constructs that are derived from

positive organizational behavior still needs to be

done.

The development of various concepts in the field

of organizational behavior, not least the POB,

generally revolves around two main issues:

conceptual and methodology. Discussion of

conceptual issues, among others, concerns the

definition of constructs, the development of

theoretical foundations, the development of

constructive dimensions, the development of

propositions and the development of empirical

models. On the other hand, methodological issues

typically focus on developing and validating the

measurement of a construct.

The study in this article is one of the efforts to

develop one of the positive organizational construct

behavior that is psychological capital (PsyCap) from

the side of conceptual issues. Psychological capital

is a construct that was introduced and developed by

Luthans and some of his colleagues, people who

provoked positive organizational behavior.

Psychological capital is a person's positive

developmental condition that includes several

aspects of self-efficacy, optimism, hope and

resiliency (Luthans, 2007).

Increased personal understanding, about the

psychological antecedents to creativity can inform

efforts to create and foster individual creativity. The

authors propose that psychological capital can help

explain and predict creative behavior, especially the

generation of ideas (Luthans, Avolio, et al, 2007;

Luthans, & Youssef, 2004; 2007). This PsyCap is

446

Nurfaizal, Y., Dwiatmadja, C. and Murni Setyawati, S.

Creative Psychological Capital: A Conceptual Framework for Future Creativity Research.

DOI: 10.5220/0009947904460453

In Proceedings of the 1st International Conference on Recent Innovations (ICRI 2018), pages 446-453

ISBN: 978-989-758-458-9

one form of strategic resource that has received

considerable attention in the literature relating to

human performance (Ardichvili, 2011).

The authors assume that the concept of

psychological capital can still be developed more

broadly so that it can capture individual phenomena

more comprehensively. The development is done by

integrating the concept of psychological capital with

creativity in which it contains components of

psychological capital. The integration of the two

concepts resulted in a new construct called Creative

Psychological Capital.

The new construct is of course very provocative

as it demands a clear set of theories and arguments.

This article also outlines the basics of relevant

theories to lead to the development of the new

construct. The new construct development effort of

course not only stops at the conceptual level but

continues on the methodology issue especially the

measurement problem, this will certainly be the next

homework.

2 PROBLEM STATEMENT AND

RESEARCH PURPOSE

Research on psychological capital or PsyCap has

been done by several researchers including Avey,

Reichard et al. (2011) who has conducted a

quantitative meta-analysis of several previous

PsyCap studies, found that PsyCap is strongly

related to employee-desired attitudes, behaviors, and

performance. Furthermore, Newman et al, Newman

et al. (2014) found that the PsyCap review is also

related to creativity (Huang & Luthans, 2014; Rego,

Sousa, Marques, & Pina e Cunha, 2012; Sweetman,

Luthans, Avey, & Luthans, 2011) and Abbas (2015).

PsyCap is rooted in a broader positive movement

and is theoretically based on the idea that individuals

view the situation in a more positive way and are

more likely to thrive. Wood et al. (2010) was able to

show that a worldview or a positive mindset has no

positive implications for organizational outcomes.

Although a positive psychological source that

includes hope, confidence, resilience and optimism

is the best dimension to meet PsyCap's criteria, it is

not intended to be the only dimension of

psychological capital. According to Luthan, Youssef

& Avolio (2015) stated that for psychological forces

or resources that can be included in psychological

capital concepts should have inclusive criteria such

as 1) positive behavior, 2) based on theory and

research, 3) having valid measurement, 4) state-like

(open to change and development), 5) have a

positive influence on attitudes, behaviors and

performance desired. Creative according to the

author is relevant and has the potential to meet the

inclusion criteria and can be used as a potential

psychological capital. This study specifically wants

to develop creative intervention on psychological

capital, so the new construct proposed in this

research is creative psychological capital.

The purpose of this article is to develop

psychological capital through the inclusive criteria

of Luthan, Youssef & Avolio (2015). Various

definitions of creativity and psychological capital

are presented based on literature review. This article

also aims to investigate the remaining empirical

studies. We present a brief literature review of

empirical studies on the role of psychological capital

in building creativity that has been published.

Finally, the study provides a conceptual framework

to simulate creative psychological capital research

and more thorough creativity.

3 PSYCHOLOGICAL CAPITAL

Psychological capital proposed by Luthans in his

book "Psychological Capital: Developing the

Human Competitive Edge". Luthans is a professor of

management at the University of Nebraska. The

concept of psychological capital combines human

capital and social capital to gain a competitive

advantage through investment or development of

"who you are" and "what you can become" (Luthans

& Avolio, 2003; Jensen & Luthan, 2006; Luthans, et

al., 2007).

Positive organizational behavior (POB) is

defined as the study and application of positive and

positively oriented human resource strengths and

psychological capacities that can be measured,

developed and managed effectively for performance

improvement in the workplace today (Luthans,

2002). Psychological capital is the condition of a

person's positive development and is characterized

by (Luthans, Youssef, & Avolio, 2015), 1) having a

self-efficacy to face challenging tasks and providing

enough effort to succeed in those tasks; 2) making a

positive attribution (optimism) about current and

future success; 3) not easily giving up in achieving

the goal and if necessary diverting the path to

achieve the goal (hope); and 4) when faced with

problems and obstacles can survive and resolve it

(resiliency), even more, to achieve success.

Psychological capital has 4 dimensions namely 1)

Creative Psychological Capital: A Conceptual Framework for Future Creativity Research

447

self-efficacy, 2) optimism, 3) hope, and 4) resiliency

(Luthans, Youssef, & Avolio, 2015).

According Osigweh (1989), psychological capital is

an approach that is characterized in dimensions that

can optimize the potential of the individual that can

help the performance of the organization. These

dimensions are self-efficacy, hope, optimism, and

resiliency. Zhenguo Zhao (2009) mentions that

psychological capital is a positive individual

development condition that includes four aspects,

namely: 1) self-efficacy, 2) optimism, 3) hope, and

4) resiliency.

4 CONCEPTUAL FRAMEWORK

OF CREATIVE

PSYCHOLOGICAL CAPITAL

FOR RESEARCH ON

CREATIVITY

Figure 1. Creative Psychological Capital Synthesis

Creative psychological capital is a positive potential

that exists within a person who can be judged and

developed to produce something new or new order

that is defined by self-efficacy, hope, optimism,

resiliency, and courage. Creative psychological

capital construct is based on positive psychological

theory. Completely this can be seen in Figure 1.

Based on Figure 1, it can be seen that the

construct of creative psychological capital is built by

using two theories, namely positive psychology

theory and creative theory. Positive psychology is a

scientific perspective on how to make life more

valuable. Based on these conditions, it is upheld

three major pillars of positive psychology, first study

of positive emotions, second study of positive traits,

and third study of positive institutions that support

virtue (Seligman, 2005).

Behavioral experts also recognize the untapped

potential of a science-based, positive approach. This

movement has produced two main parallels that

complement each other and serve as a basic

perspective for psychological capital. First, the

Positive Organizational Scholarship movement or

POS (Cameron, Dutton, & Quinn, 2003; Cameron &

Spreitzer, 2012) is a movement in organizational

science that focuses on dynamics leading to

outstanding individual and organizational

performance such as developing human strength,

producing resilience and restoration, and promoting

vitality (Cameron & Caza, 2004). Secondly,

Positive Organizational Behavior or POB (Luthans,

2002a; 2002b; Luthans & Youssef, 2007), which is

defined as the study and application of a positively

oriented power of human resources and a

measurable, developed and managed psychological

capacity to effectively improve workplace

performance (Luthans, 2002b).

Luthans pioneered a positive approach to

organizational behavior by mapping positive

organizational behavior (POB), which focused on

building human strength in the workplace rather than

managing its weaknesses. Luthans recommended

that POB researchers study a psychological state that

can be legally measured and forged in terms of

organizational interventions to improve

performance. Luthans stated that conditions such as

expectations, beliefs and endurance meet these

criteria (Luthans, 2002a, 2000b).

In the use of positive psychology and POB,

Luthans and Youssef have proposed psychological

capital or PsyCap as core constructs that can be

developed and managed for performance (Luthans et

al, 2004, 2007; Luthans dan Youssef, 2004). This

PsyCap can be developed and invested in creativity,

and is a higher order than psychological capital

(Luthans dan Youssef, 2004; Luthans et al, 2004,

2007). PsyCap is a capital development that begins

with human capital (what you know), then develops

into social capital (who you know) and last is the

psychological capital (who you are) (Avolio dan

Luthans, 2006).

This PsyCap is one form of strategic resource

that has received considerable attention in the

literature relating to human performance (Ardichvili,

2011). By utilizing positive psychological ideas

(Peterson, 2006; Seligman & Csikszentmihalyi,

2000) and Positive Organizational Scholarship

(Cameron, Dutton, & Quinn, 2003) as well as

emerging areas of positive organizational behavior

ICRI 2018 - International Conference Recent Innovation

448

(Wright, 2003), Luthans and his colleagues

developed a psychological capital construct,

hereinafter called PsyCap. PsyCap is used to capture

individual psychological capacities that can be

measured, developed and utilized in performance

enhancement (Luthans & Youssef, 2004). Using a

number of key criteria, they identified four main

psychological sources of positive psychological

literature that constituted the PsyCap construct, self-

efficacy, hope, optimism, and resilience (Luthans &

Youssef, 2007; Luthans, Youssef, & Avolio 2007).

PsyCap is an approach to optimize the

psychological potential of an individual

characterized by: 1) the existence of self-efficacy i.e

doing the necessary actions to achieve success in

challenging tasks, 2) positive attribution (optimism),

3) resistance in achieving the goal, i.e the ability to

redefine the path to achieve the goal if needed, and

4) when faced with problems and difficulties, able to

survive and continue to advance (resiliency) in

achieving success (Luthan, Youssef & Avolio,

2007). Thus, the capital of psychology is an

approach that is characterized in dimensions that can

optimize the potential of the individual that can help

the performance of the organization (Osigweh:

1989).

Creative according to the author can be used as a

potential psychological capital. Simonton (2009)

defined creativity as a genuine and adaptive

generation of ideas. Creativity is often

conceptualized and measured on the dimensions of

creative people, creative processes and products or

creative outcomes (Peterson & Seligman, 2004;

Simonton, 2009). Although creativity is often

associated with revolutionary striking ideas,

creativity also combines the capacity to find new

approaches in problem solving. Creativity adapts to

constructive ideas and new mechanisms so as to

contribute positively to how the views of others as

well as oneself can foster greater creativity or vice

versa (Simonton, 2004).

According to Luthans et al, (2015) there were

inclusive criteria established for construction in

psychological capital such as based on theory and

research, having valid measurements, relatively

unique to the field of organizational behavior, state-

like, having conditions open to development and

change and having a positive impact on work-related

performance levels and satisfaction.

Based on the latest literature, creativity meets

criteria to be grounded and measurable theory and

open to development. Creativity has long-

established research literature, many of which have

investigated the predictors of individual creativity

(Sweetman dan Luthans, 2011). However, little

attention has been paid to intervention between

creative and individual psychological resources,

such as psychological capital or PsyCap and its

components. Although there are many interests in

positive psychology as facilitators and social

mechanisms that can facilitate creativity (Zhou &

Ren, 2012) and even the influence of psychological

capital (Rego, Sousa, Marques, & Pina e Cunha,

2012; Sweetman, Luthans, Avey, & Luthans, 2011),

this positive mechanism can be seen more as

moderator and or mediation as well as a process of

development (Gupta & Singh, 2014).

In relation to creativity, there are several theories

related to creativity, namely the psychoanalytic

theory of Freud (1923), the humanistic theory of

Rogers & Maslow (1940), woodman and schoenfeldt

model (1989), cziksentmihalyi theory (1996),

Component theory of Amabile (1996) and the

interaction model of Ford (1996). The creative

dimension taken in this research is courage.

Courage is an agent, deliberate, and controlled

by actors (Luthan, Youssef & Avolio, 2015).

Courage is an emotional force that involves

execution of the will to achieve goals under different

conditions, both external and internal (Peterson dan

Seligman, 2004). Rogers (1954) stated that creative

expression can be enhanced by two major

environmental conditions they were psychological

security and freedom. Creative expression requires

courage and takes risks to change things that are

already established. Selby, Shaw, and Houtz (2005)

suggested that personality characteristics are courage

in relation to the patterns of creative individuals.

Creativity is about how to think in a way that

leads to something new or original. The ability to

enforce this cognitive ability in practice requires

courage to create, involving open-mindedness and

willingness to alter future challenges, uncertainties

and emotional vulnerabilities. It is a disposition that

enables one to take risks to fulfill the desire to come

up with new solutions to solve existing problems.

Pury & Lopez, (2009), (2010), stated that

currently courage is an important concern in positive

psychology. Peterson and Seligman (2004) defined

courage as an emotional force that involves a

willingness to achieve goals in the face of opposition

from external or internal. While Lopez, O'Byrne, &

Peterson (2003) stated that courage is also not only

positive behavior that comes in extraordinary

situations marked by very high risk, but can also

appear in both ordinary and extraordinary

occurrences. So this courage becomes a potential

element in the psychological capital of small and

Creative Psychological Capital: A Conceptual Framework for Future Creativity Research

449

medium business owners. This is in line with the

statement of Naughton & Cornwall, (2006) which

stated that courage is necessary for entrepreneurs to

overcome their fears and take further action.

Regarding the measurement of courage, to this

day a very diverse approach has been used to

measure that courage (Woodward & Pury’s, 2007;

Norton & Weiss’s, 2009; Sekerka, Bagozzi, &

Charnigo's, 2009). Overall, the use of multiple steps

and the use of various methodologies have increased

the understanding and assessment of courage. So as

to facilitate research that combines or combines the

various methods used in the study of interrelated

phenomena from different perspectives and

perspectives on empirical studies of courage.

Courage can change the views of others as part

of one's social life, both within and outside the work

of the organization. Much of the positive psychology

conceptualization of courage supports the emerging

and context-based nature (Worline, 2012). Pury and

Lopez (2009) stated that there is a relationship

between courage with a number of circumstances

and psychological processes, so that courage can be

aligned with the criteria that exist in psychological

capital. This is in line with Luthan's opinion,

Youssef & Avolio, (2015) that courage is related to

the element of psychological capital and the

mechanism of positive judgment, especially when

described as a source of emerging situations, and

positive situational circumstances.

Based on that, then courage as a creative dimension,

researcher integrates with other dimensions, such as

self-efficacy, hope, optimism and resilience from

Luthan, Youssef & Avolio (2015). The preposition

of the creative psychological capital variable can be

seen in Figure 2 below.

Figure 2. Creative Psychological Capital

4 DISCUSSION

Recommendations for future research are proposed

in this article. We then demonstrate potential

methodological problems in creativity research,

including steps, sampling, analytical methods as

well as general method bias issues and cross

sectional design. In addition to this section, we

discuss the implications of creative psychological

capital for creative research in the field of SMEs.

We introduce creative psychological capital to

design future creativity research.

4.1 Future Research

Positive psychology offers many character strengths

such as traits and virtues that tend to show

considerable stability over time. Unlike genetically

determined factors, positive psychological traits

exhibit some flexibility. Thus it can experience some

growth and development as long as a person obtains

an optimal situational factor. The measurement of

creative psychological capital in this study does not

consider the time horizon. The measurement of

creative psychological capital in one span of time is

not enough to reveal the factors that cause the gap.

Future research needs to involve a longitudinal

approach or consider the time change in each stage

of creative psychological capital.

4.2 Theoretical Implications

Creative psychological capital is a positive potential

that exists within a person who can be judged and

developed to produce something new or new order

that is defined by self-efficacy, hope, optimism,

resiliency, and courage. The findings of this article

show evidence that creative psychological capital

has the potential to build creative behavior. This

article thus supports the findings of the existence of

psychological capital for creative behavior (Zhou

dan Ren, 2012); Sweetman, Luthans, Avey and

Luthans (2011); Rego et al. (2012); Luthans,

Youssef, dan Rawski (2011); dan Walumbwa,

Peterson, Avolio dan Hartnell (2010).

4.3 Implications for Small and Medium

Enterprises

The managerial implications generated based on the

findings of this study are the owners of Small and

Medium Enterprises can focus on efforts to increase

creative psychological capital in order to build

creative behavior. Creative psychological capital can

be built by increasing hope, self-efficacy, resiliency,

optimism, and courage. Practically Small and

Medium Enterprises owners can optimize their

creative psychological capital by doing market

breakthroughs, improving quality, comparative

ICRI 2018 - International Conference Recent Innovation

450

study, sharing experiences with stakeholders,

discussing with members, encouraging family

members, consulting with UKM friends, consulting

with consultants, learning from the experience of

other entrepreneurs, asking for help from friends,

joining the community, consulting the government /

PLUT, continuously trying on their own, joining

various SME forums.

To optimize self-efficacy can be done by

establishing support with the local government,

following the regular exhibition, the spirit of group

members in creating something, innovating the

product, asking others to judge before going to the

market, seeking market access and looking for unfair

competition areas with the product still rare.

To optimize resiliency can be done by giving

guarantee to the consumer, consultation with various

parties, talking with the group, talking with the

family, the stability of the party in the business

environment to move forward, following various

training from the government, participating in

various trainings from the community, training from

universities, openness with the family, implementing

what becomes the solution, the certainty of raw

materials, the existence of information via the

internet, the consultation with various parties

(government, friends), consulting with skilled

person, as well as reading success story from other

entrepreneurs.

To optimize optimism can be done by making

product improvements, co-planning consultants,

convincing to fellow members, encouraging fellow

members, evaluating ongoing plans, working

tenaciously, running according to the plan, soliciting

opinions from various parties to criticize business

plans, art communities, social media accounts,

training, exhibitions, systems which are consulted

with experts, designs which are following the times,

and using natural materials.

To optimize courage can be done by always

maintaining the quality, always creative, seeking

support with various parties, learning to create new

product, the spirit of togetherness, getting family

support, the assistance, the opening of market

access, the desire to produce creative product,

having a very broad market opportunity, having

different design from other entrepreneurs, having

desire to immediately execute ideas, getting support

from various parties and government, having partner

with various parties, gathering with friends of SMEs,

attending various business training, having support

from friends, government and family.

5 CONCLUSION

In this turbulent knowledge-based economy, creative

psychological capital has become one of the most

important resources for encouraging creative and

innovative behavior, to gain sustainable competitive

advantage for small and medium enterprises as well

as for individuals. Substantial evidence suggests that

creativity makes important contributions to

organizational innovation, competitiveness, and

survival. We briefly discussed the development of

psychological capital through the inclusive criteria

of Luthan, Youssef & Avolio (2015). Various

definitions of creativity and psychological capital

are presented based on literature review. This article

also aims to investigate the remaining empirical

studies. We present a brief literature review of

empirical studies on the role of psychological capital

in building creativity that has been published.

Stimulate positive organizational behavior research

in SMEs field. Therefore, in a broader sense,

creative psychological capital in organizational

creativity is an important agenda for SMEs. Finally,

we hope that this study will stimulate not only a

more integrative approach to the empirical research

of creative psychological capital on creativity but

also future cross-cultural studies.

REFERENCES

Abbas, M., Raja, U., Darr, W., & Bouckenooghe, D.,

2015. Combined Effects of Perceived Politics and

Psychological Capital on Job Satisfaction, Turnover

Intentions, and Performance. Journal of Management,

40, 1813–1830.

Amabile, T. M., 1996. Creativity in context: Update to the

social psychology of creativity. Boulder, CO:

Westview Press.

Ardichvili, A., 2011. Invited Reaction: Meta-Analysis Of

The Impact Of Psychological Capital on Employee

Attitudes, Behaviors, and Performance. Human

Resource Development Quarterly, 22, 153–156.

Avey, J. B. Reichard, R. J., Luthans, F., & Mhatre, K. H.,

2011. Meta Analysis of The Impact Of Positive

Psychological Capital on Employee Attitudes,

Behaviors, and Performance. Human Resource

Development Quarterly, 22, 127–152.

Cameron & G. M. Spreitzer., 2012. Oxford Handbook of

Positive Organizational Scholarship. New York, NY:

Oxford University Press.

Cameron, K. S., & Caza, A., 2004. Contributions to The

Discipline of Positive Organizational Scholarship.

American Behavioral Scientist, 47, 731–739.

Creative Psychological Capital: A Conceptual Framework for Future Creativity Research

451

Cameron, K., Dutton, J., & Quinn, R., 2003. Positive

Organizational Scholarship. San Francisco, CA:

Berrett-Koehler Publishers.

Csikszentmihalyi, M., 1996. Creativity: Flow and

psychology of discovery and invention. New York,

NY: Harper Perennial.

Ford Cameron M., 1996. Theory Of Individual Creative

Action In. Academy ol Managemeni Review. Vol. 21.

No. 4, 1112-1142.

Gupta, V., & Singh, S., 2014. Psychological Capital as A

Mediator of The Relationship Between Leadership and

Creative Performance Behaviors. International

Journal of Human Resource Management, 25, 1373–

1394.

Huang, L., & Luthans, F., 2014. Toward Better

Understanding of The Learning Goal Orientation-

Creativity Relationship: The Role of Psychological

Capital. Applied Psychology: An International

Review, doi:10.111/apps.12028.

Jensen, S., & Luthans, F., 2006. Relationship between

entrepreneurs’ psychological capital and their

authentic leadership. Journal of Managerial Issues,

13, 254–273.

Lopez, S., O’Byrne, K., & Peterson, S., 2003. Profling

courage. In S. Lopez & C. R. Snyder (Eds.), Positive

psychological assessment: A handbook of models and

measures, 185–197. Washington, DC: American

Psychological Association.

Luthans F., 2002. Positive Organizational Behavior:

Developing and Managing Psychological Strengths.

Academy of Management Executive, 16, 57–72.

Luthans F., 2002. The Need for and Meaning of Positive

Organizational Behavior. Journal of Organizational

Behavior, 23, 695–706.

Luthans, F., & Avolio, B.J., 2003. Authentic leadership: A

positive developmental approach. In K.S. Cameron,

J.E. Dutton, & R.E. Quinn (Eds.), Positive

organizational scholarship: Foundations of a new

discipline, 241–261. San Francisco, CA: Barrett-

Koehler.

Luthans, F., & Youssef, C. M., 2004. Human, Social, and

Now Positive Psychological Capital Management.

Organizational Dynamics, 33, 143–160.

Luthans, F., & Youssef, C. M., 2007. Emerging Positive

Organizational Behavior. Journal of Management, 33,

321–349.

Luthans, F., Avey, J. B., Avolio, B. J., Norman, S.,

Combs, G., 2006. Psychological capital development:

Toward a micro intervention. Journal of

Organizational Behavior, 27, 387–393.

Luthans, F., Youssef, C. M., & Avolio, B. J., 2007.

Psychological capital: Developing The Human

Competitive Edge. Oxford, UK: Oxford University

Press

Luthans, F., Youssef, C. M., & Avolio, B. J., 2015.

Psychological Capital and Beyond. Oxford University

Press. Madison Avenue, New York.

Luthans, F., Youssef, C. M., & Rawski, S. L., 2011. A tale

of two paradigms: The impact of psychological capital

and reinforcing feedback on problem solving and

innovation. Journal of Organizational Behavior

Management, 31, 333–350.

Naughton, M. J., & Cornwall, J. R., 2006. Te virtue of

courage in entrepreneurship: Engaging the catholic

social tradition and the life-cycle of the business.

Business Ethics Quarterly, 16, 69–93.

Newman, A., Ucbasaran, D., Zhu, F., & Hirst, G., 2014.

Psychological capital: A Review and Synthesis.

Journal of Organizational Behavior, 35, S120– S138.

Norton, P. J., & Weiss, B. J., 2009. Te role of courage on

behavioral approach in a fear-eliciting situation: A

proof-of-concept pilot study. Journal of Anxiety

Disorders, 23, 212–217.

Osigweh, C.A.B., 1989. Concept fallibility in

organizational science. The management rewiew, 14

(4), 579-594

Peterson, C., 2006. A Primer In Positive Psychology.

Oxford, UK: Oxford University Press.

Peterson, C., & Seligman, M., 2004. Character Strengths

and Virtues: A Handbook and Classification. New

York, NY: Oxford University Press.

Pury, C. L. S., & Lopez, S. J., 2009. Courage. In S. J.

Lopez & C. R. Snyder (Eds.), Oxford handbook of

positive psychology, 375–382. New York, NY: Oxford

University Press.

Pury, C. L. S., & Lopez, S. J., 2010. Te psychology of

courage: Modern research on an ancient virtue.

Washington, DC: American Psychological

Asssociation.

Rego, A., Sousa, F., Marques, C., & Pina e Cunha, M.,

2012. Authentic Leadership Promoting Employees’

Psychological Capital And Creativity. Journal of

Business Research, 65, 429–437

Robert B. Ewen, 2014. An Introduction To Theories Of

Personality. 7th Edition. Psychology Press. New

York.

Rogers, C., 1954. Toward a theory of creativity. A Review

of General Semantics, 11, 249–262.

Sekerka, L. E., Bagozzi, R. P., & Charnigo, R., 2009.

Facing ethical challenges in the workplace:

Conceptualizing and measuring professional moral

courage. Journal of Business Ethics, 89, 565–579.

Selby Edwin C., Emily J. Shaw, dan John C. Houtz, 2005.

The Creative Personality, Giftedchild Quarterly, Fall

2005, Vol 49 No 4.

Seligman, M. E. P., & Csikszentmihalyi, M., 2000.

Positive Psychology. American Psychologist, 55, 5–

14.

Seligman, M.E.P., Steen, T.A., Park, N. and Peterson, C.,

2005. Positive Psychology Progress: Empirical

Validation of Intervention, American Psychologist, 60

(5), 410–21.

Simonton, D., 2004. Creativity [originality, ingenuity]. In

C. Peterson & M. Seligman (Eds.), Character

strengths and virtues: A handbook and Classification,

109–123. Oxford, UK: Oxford University Press.

Simonton, D. K., 2009. Creativity. In S. J. Lopez & C. R.

Snyder (Eds.), Oxford Handbook of Positive

Psychology, 261–269. New York, NY: Oxford

University Press.

ICRI 2018 - International Conference Recent Innovation

452

Sweetman, D., Luthans, F., Avey, J. B., & Luthans, B. C.,

2011. Relationship Between Positive Psychological

Capital and Creative Performance. Canadian Journal

of Administrative Sciences, 28, 4–13

Walumbwa, F. O., Peterson, S. J., Avolio, B. J., &

Hartnell, C. A., 2010. An investigation of the

relationship between leader and follower

psychological capital, service climate and job

performance. Personnel Psychology, 63, 977–1003.

Wood, D., Harms, P., & Vazire, S., 2010. Perceiver

Effects As Projective Tests: What Your Perception Of

Others Say About You. Journal of Personality and

Social Psychology, 99, 174–190.

Woodman, R. W., Sawyer, J. E., & Griffin, R. W., 1993.

Toward a theory of organizational creativity. Academy

of Management Review, 18, 293-321.

Woodward, C. R., & Pury, C. L. S., 2007. Te construct of

courage: Categorization and measurement. Consulting

Psychology Journal: Practice and Research, 59, 135–

147.

Worline, M. C., 2012. Courage in organizations: An

integrative review of the “difcult virtue” In K. S.

Cameron & G. M. Spreitzer (Eds.), Oxford handbook

of positive organizational scholarship. 304–315. New

York, NY: Oxford University Press.

Wright, T. A., 2003. Positive Organizational Behavior: An

Idea Whose Time Has Truly Come. Journal of

Organizational Behavior, 24, 437–442.

Zhenguo Zhao., 2009. The Study on Psychological Capital

Development of Intrapreneurial Team. International

Journal of Psychological Studies. Vol. 1, No. 2, 35-40.

Zhou, J., & Ren, R., 2012. Striving for Creativity:

Building Positive Contexts in The Workplace. In K. S.

Cameron & G. M. Spreitzer (Eds.), Oxford handbook

of positive organizational scholarship (pp. 97–109).

New York, NY: Oxford University Press.

Creative Psychological Capital: A Conceptual Framework for Future Creativity Research

453