Employee imagination and implications for entrepreneurs: Inspiration from Chinese business enterprises

Abstract

Purpose

The purpose of this study is to examine employee imagination and implications for entrepreneurs of China. In 2015, the European Group of Organization Studies released a call for papers highlighting poor knowledge of employee imagination in organizations. To address this need, the current study hypothesizes employee imagination consisting of seven conditions common to the organizational experience of Chinese Entrepreneurs.

Design/methodology/approach

The current paper reviews the Chinese enterprising context. Cases from China are used to illustrate the effects of proposed conditions and their value for entrepreneurs and innovators in businesses undergoing change.

Findings

Employee imagination underpins and conditions how Chinese employees make sense of their organizations and better understand the process of organizational change. From the viewpoint of human resource management, emphasis on coaching and developing imagination enables businesses to stay competitive and adapt to environmental demands such as lack of information, too much information or the need for new information.

Research limitations/implications

The proposed conditions apply to the Chinese context; however, their application to wider contexts is suggested and requires attention.

Practical implications

Employee imagination was found to be a powerful tool, which facilitates the process of organizational change management.

Originality/value

Theoretically, the research adds new insights to knowledge of a poorly understood organizational behavior topic – employee imagination. Practically, the research findings provide mangers with knowledge of conditions, which could be adopted as powerful tools in facilitating organizational change management.

Citation

Talat, U. and Chang, K. (2017), "Employee imagination and implications for entrepreneurs: Inspiration from Chinese business enterprises", Journal of Chinese Human Resource Management, Vol. 8 No. 2, pp. 129-152. https://doi.org/10.1108/JCHRM-06-2017-0012