How to identify the canaries that might save the organizations: Mapping the most curiosity‐oriented in Brazil

Abstract

AbstractThis study explores the effectiveness of international instruments for identifying the curious and alerts us to the relative ineffectiveness of foreign instruments to map the curious in Brazil. We used indirect questions to better map the most curious collaborators at Brazilian organizations. We believe our instrument eludes the Brazilian bias for impression management. Our sample covered 384 respondents in Brazil and identified that there are more curious professionals in small and medium‐sized enterprises than in large and multinational companies, and that team members are more curious than those in managerial positions. Furthermore, our study reveals that the most curious perceive to be penalized when offering their perceptions regarding weak signals. This study points the need to invest in developing and protecting a more curiosity‐oriented staff. In addition to contributing to the literature on curiosity at work, this study provides insights for companies that want to develop their teams to perceive business weak signals.