How to manage creativity time? Results from a social psychological time model lab experiment on individual creative and routine performance

Companies have long used various approaches for organizing employees’ time related to creative and routine tasks as a means to improve their innovative performance. In this paper, we examine how work schedule autonomy affects individuals’ creative and routine performance. We then evaluate noncommissioned time models. Results of laboratory experiments with in total 233 participants reveal that while average routine performance is not affected by schedule autonomy, the effect of schedule autonomy on creative performance depends on the subject’s impulsiveness. There is evidence for an inverse relationship between schedule autonomy and creative performance among subjects of low impulsiveness. Hence, our results indicate that the optimal management policy depends on the manager’s focus on creative or routine performance and the types of employees the manager supervises. For routine performance, the creativity time model has no significant impact. But for creative tasks, creative performance goes down – only highly impulsive people do not have this effect. We found that the performance of lowly impulsive subjects in the spontaneous time model (compared to the predetermined time model) suffers more than performance of highly impulsive subjects. For all levels of impulsiveness, routine performance does not differ across treatments.