Abdollahi Khoshmardan, S., Manteghi, M., & Khemseh, A. (2022). A model for identifying the dimensions of complexity in technological megaprojects. Journal of Innovation Management in Defense Organizations, 5(3), 1-26. https://doi.org/10.22034/qjimdo.2022.323737.1476 [In Persian]
Ahmad-Hosseini, A., & Mir, S. (2025). Competency trap and reducing innovation; Fuzzy cognitive map of dimensions and consequences in a military organization. Journal of Innovation Management in Defense Organizations, 8(4), 107-136. https://doi.org/10.22034/qjimdo.2025.512983.1741 [In Persian]
Ahmadzadeh Fard, M. H., Ghazi Nouri, S. S., Sarabadani, A., & Partovi, M. T. (2024). Providing a model for prioritizing defense technologies. Journal of Innovation Management in Defense Organizations, 7(1), 109-132. https://doi.org/10.22034/qjimdo.2023.395291.1583 [In Persian]
Akıncı, G., Alpkan, L., Yıldız, B., & Karacay, G. (2022). The link between ambidextrous leadership and innovative work behavior in a military organization: The moderating role of climate for innovation. Sustainability, 14(22), 15315.
Atamba, C., Popelnukha, A., & Ibrahim, F. L. (2020). Awe guards my creativity: The interactive effect of perceived abusive supervisory behavior, dispositional awe, and creative self-efficacy on Chinese employee creativity. Frontiers in Sociology, 5, 51.
Bandura, A. (2014). Social-cognitive theory. In An introduction to theories of personality (pp. 341-360).
Chin, W. W. (2009). How to write up and report PLS analyses. In Handbook of partial least squares: Concepts, methods and applications (pp. 655-690). Berlin, Heidelberg: Springer Berlin Heidelberg.
Cui, H., & Wang, J. F. (2025). Impact of leadership styles on creative deviance: Mediating roles of feedback-seeking and psychological availability, with moderating effects of achievement motivation and learning climate. Edelweiss Applied Science and Technology, 9(1), 1302-1331.
Dadashpour, M., Nikaeen, Z., Haji Anzehayi, Z., & Zarei, A. (2024). The effect of transformational leadership style on the creativity of physical education teachers with the mediating role of creative self-efficacy and job attachment. Journal of Sport Sciences, 15(52), 215-240 [In Persian].
Dong, Y., & Li, Y. (2025). Does platform leadership foster subordinates’ innovative behavior? A multilevel moderated mediation analysis. Personnel Review, 54(2), 538-556.
Farmer, S. M., & Tierney, P. (2017). Considering creative self-efficacy: Its current state and ideas for future inquiry. In The creative self (pp. 23-47). Academic Press.
Frese, M., & Keith, N. (2015). Action errors, error management, and learning in organizations. Annual Review of Psychology, 66(1), 661-687.
Hair Jr, J. F., Sarstedt, M., Hopkins, L., & Kuppelwieser, V. G. (2014). Partial least squares structural equation modeling (PLS-SEM). European Business Review, 26(2), 106.
Hayes, A. F., & Rockwood, N. J. (2020). Conditional process analysis: Concepts, computation, and advances in the modeling of the contingencies of mechanisms. American Behavioral Scientist, 64(1), 19-54.
Huang, B., & Liang, A. (2025). Exploring the interplay of entrepreneurial leadership, ethics, and deviant behavior in organizational settings. Deviant Behavior, 1-23.
Jain, S., Badra, S., & Vichore, S. (2025). Assessing ambidextrous leadership in organizations: Review and future scope for research. International Journal of Organizational Analysis, 33(8), 2370-2399.
Kanaan, S. M., Manteghi, M., & Khemseh, A. (2025). Application of fuzzy Delphi method in identifying dimensions and indicators affecting the open innovation maturity model in Iran’s defense industries. Journal of Innovation Management in Defense Organizations, 8(1), 143-172. https://doi.org/10.22034/qjimdo.2024.451306.1677 [In Persian]
Kark, R., Van Dijk, D., & Vashdi, D. R. (2018). Motivated or demotivated to be creative: The role of self‐regulatory focus in transformational and transactional leadership processes. Applied Psychology, 67(1), 186-224.
Kassotaki, O. (2019). Explaining ambidextrous leadership in the aerospace and defense organizations. European Management Journal, 37(5), 552-563.
Klonek, F. E., Gerpott, F. H., & Parker, S. K. (2023). A conceptual replication of ambidextrous leadership theory: An experimental approach. The Leadership Quarterly, 34(4), 101473.
Li, X., Cheng, C., & Yang, S. (2025). Why not go the usual way? Empowering leadership, employees’ creative deviance and innovation performance. Management Decision, 63(3), 780-802.
Lin, D., Zizhen, G., Chunxia, S., & Haizhen, W. (2024). Creative deviance: The “illegal” path of ambidextrous leadership's effect on employee creative idea implementation. Science & Technology Progress and Policy, 41(1), 116-125.
Liu, L., Long, J., Liu, R., & Wan, W. (2024). Influencing mechanism of the combination of creative self-efficacy and psychological safety on employees’ bootleg innovation. Frontiers of Business Research in China, 18(4), 441.
Mainemelis, C. (2010). Stealing fire: Creative deviance in the evolution of new ideas. Academy of Management Review, 35(4), 558-578.
Martin, F. F., & Ismail, R. (2019). The role of openness to experiences, conscientiousness and creative self-efficacy in predicting creative deviance. E-Proceedings of UKM-GSB I c-Rise 2019, 76-89.
Mousavinejad, S. H., Vahdati, H., & Shah Siah, N., Jafari, M. S., & Karim Zandi, M. (2019). Validation of the creative deviance model in the National Iranian Oil Company. Innovation and Creativity in Human Sciences, 9(35), 261-306 [In Persian].
Muhammad, E. M., Azis, Y., Kaltum, U., & Sondari, M. C. (2025). Multi-level analysis of ambidextrous leadership and its impact on innovative work behavior: A systematic literature review approach. Cogent Business & Management, 12(1), 2588514.
Newman, A., Obschonka, M., Schwarz, S., Cohen, M., & Nielsen, I. (2019). Entrepreneurial self-efficacy: A systematic review of the literature on its theoretical foundations, measurement, antecedents, and outcomes, and an agenda for future research. Journal of Vocational Behavior, 110, 403-419.
Parsi, R., Saeedi, L., & Jokar, A. (2024). The effect of knowledge absorption capacity on improving innovation and promoting the performance of defense knowledge-based companies. Journal of Innovation Management in Defense Organizations, 7(4), 23-42. https://doi.org/10.22034/qjimdo.2024.425268.1639 [In Persian]
Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies. Journal of applied psychology, 88(5), 879.
Rajabi Farjad, H., Akhavan Khorazian, M., & Rashidi, A. (2019). Multilevel analysis of the impact of transformational leadership on innovative climate and innovative behavior of employees with the moderating role of creative self-efficacy. Journal of Innovation Management in Defense Organizations, 2(3), 107-128 [In Persian].
Rosing, K., & Zacher, H. (2015). Ambidextrous leadership: A review of theoretical developments and empirical evidence. Handbook of Organizational Creativity, 51-70.
Sepahvand, R., Fathi Chegeni, F., & Salimi, N. (2020). Managerial assertiveness and creative deviance: Explaining the mediating role of political networking in Iranian public universities. Organizational Behavior Studies Quarterly, 9(3), 85-104 [In Persian].
Sepahvand, R., Shariat Nejad, A., Darvishzadeh Boroujeni, M., & Omidi, A. (2023). Identifying and explaining the antecedents and consequences of creative deviance using fuzzy Delphi method. Journal of Innovation Management in Defense Organizations, 6(3), 1-24. https://doi.org/10.22034/qjimdo.2023.392290.1578 [In Persian]
Seyednaghavi, M. A., & Vishlaghi, M. (2022). Analysis of the impact of inclusive leadership style on benevolent rule-breaking based on the mediating role of psychological safety and creative self-efficacy and the moderating role of leader-member exchange in government organizations of West Azerbaijan. Quarterly Journal of Organizational Resource Management Research, 12(2), 161-186. [In Persian].
Taherinia, M., Shariat Nejad, A., Mousavi, S. N., & Khadabakhshi, A. (2021). Encouraging employees to creative deviance by strengthening courage by authoritarian leaders. Human Resource Studies, 11(40), 139-156 [In Persian].
Tang, X., & Wei, S. (2022). How do ambidextrous leadership and self-efficacy influence employees' enterprise system use: An empirical study of customer relationship management system context. Information Technology & People, 35(4), 1443-1465.
Tierney, P., & Farmer, S. M. (2002). Creative self-efficacy: Its potential antecedents and relationship to creative performance. Academy of Management Journal, 45(6), 1137-1148.
Tierney, P., & Farmer, S. M. (2011). Creative self-efficacy development and creative performance over time. Journal of Applied Psychology, 96(2), 277.
Van Dyck, C., Frese, M., Baer, M., & Sonnentag, S. (2005). Organizational error management culture and its impact on performance: A two-study replication. Journal of Applied Psychology, 90, 1228–1240.
Vishlaghi, M., & Rastegar, A. A. (2022). The impact of unconventional contracts on creative deviance: Analyzing the mediating role of psychological superiority and constructive employee voice (Case study: Mobin Net Communication Company). Organizational Resource Management Research, 11(4), 159-181 [In Persian].
Vosoughi, A., Eisvand, H., & Eskandari, M. (2025). Emerging and disruptive technologies in the 21st-century warfare: Analysis of profound developments in strategies and balance of power. Journal of Innovation Management in Defense Organizations, 8(3), 145-168. https://doi.org/10.22034/qjimdo.2025.501889.1734 [In Persian]
Wang, Q., Zhang, X., Zhang, N., & Su, J. (2025). Error management climate, psychological security, and employee bootleg innovation behavior: The moderating role of risk-taking traits. Frontiers in Psychology, 16, 1538584.
Xu, X., Wang, C., Liu, C., & Nguyen, G. H. (2026). The more deeply embedded in AI, the more creative you become? Investigating the pathways linking AI identity and creative deviance. Journal of Managerial Psychology, 1-16.
Yang, X. (2024). Could ambidextrous learning improve employees' disruptive innovation behavior? A double-mediation model. Social Behavior and Personality: An International Journal, 52(9), 1-11.
Yaşbay Kobal, H. (2026). Paradoxical leadership: A systematic review. Journal of Economics and Administrative Sciences, 27(1).
Yuzhan, L., Yongwei, W., & Sen, G. (2025). The complex driving model of employee creative deviance: The combinatorial effects of ability, motivation and opportunity. Science & Technology Progress and Policy, 42(14), 139-149.
Zacher, H., & Rosing, K. (2015). Ambidextrous leadership and team innovation. Leadership & Organization Development Journal, 36(1), 54-68.
Zafar, S., Gohar, M., Abrar, A., Raziq, M. M., & Rice, J. L. (2026). How opening and closing ambidextrous leadership influence innovative work behaviors. Current Psychology, 45(7), 747.
Zhang, C., Xu, J., & Liu, L. (2025). Shared leadership and employee creative deviance: Psychological contract and felt obligation. Management Decision, 63(12), 4095-4112.
Zhang, K., & Cui, Z. (2022). Are narcissists always bad apples? The relationship between employee narcissism and creative deviance. Frontiers in Psychology, 13, 1026649.
Zhao, B., Hu, X., Zhang, Z., & Guo, Y. (2025). Resolving the paradox of bootleg innovation: The role of organizational error management climate in shaping innovation among new-generation employees. Frontiers in Psychology, 16, 1646489.
