Organizational Psychology Review, Ahead of Print.
Theorizing in management and organizational psychology that has a generative capacity challenges guiding assumptions, addresses fundamental questions, fosters reconsideration of existing knowledge, and stimulates new approaches to scholarship and/or practice (Gergen, 1994). Its generativity is shown in its use by others. Theorizing that has a generative capacity is crucial for true advances in understanding. While truly generative theorizing is very difficult to accomplish, it is a worthwhile aspiration. In this paper, we discuss foundational characteristics of generative theorizing and processes that interfere with and facilitate its development. Facilitating processes include cultivating both doubt and imagination, involvement in diverse communities, and working with multiple, perhaps contradictory, theoretical directions and assumptions. We provide examples of theorizing that has been generative for both scholarship and practice. Finally, we suggest implications for doctoral education. Plain Language SummaryTheorizing in management and organizational psychology that truly has a generative capacity enlightens and energizes others to think and act in new ways. For example, it might make us aware that what we think is “objective” knowledge about a particular situation is actually subjective knowledge, influenced by others’ opinions, and therefore quite changeable. More generally, generative theorizing challenges taken-for-granted assumptions and provides alternative approaches to scholarship and practice that are useful for others. It is very difficult to accomplish. However, scholars and practitioners who aspire to create generative theory can engage in processes that facilitate it, including cultivating doubt, becoming involved in diverse communities, and imaginatively working with multiple perspectives.