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Innovation, in most enterprises, originates from employees. In this study, how organizational climate, creative leadership ability and emotional reaction to imposed change impact on innovative behaviour of employees vis-à-vis knowledge sharing within the workplace is explored.

Adopting a social cognitive perspective, a model is constructed to explain factors influencing the innovation behaviour of employees along two key aspects, that is, organizational climate (innovation vs risk-taking climate) and creative leadership ability (leadership skills, vision incentive) vis-à-vis other moderating factors. A survey questionnaire, administered to a total of 311 manufacturing employees in China, was used to verify the proposed research model via Smart PLS.

Results unveil several key factors impacting positively on creative leadership in organizations. Specifically, creative leadership ability, emotional reaction to imposed change, innovation climate and knowledge sharing are found to impact positively on innovation behaviour while supportive versus risk-taking climate as well as emotional reaction are found to impact positively on innovation climate. Additionally, knowledge sharing is found to regulate the relationship between innovation climate and innovation behaviour.

While offering insights into the antecedent factors of innovation behaviour, the study extends research on the intermediary role of innovation climate and employees' innovation behaviour. Additionally, it improves one's understanding on the moderating role between knowledge sharing and innovation behaviour.

The study findings will assist enterprises in diagnosing the implementation environment of innovation strategy, thereby providing a reference for training enterprise leadership while improving the employees' understanding of innovation and reform in the workplace.

The study contributes both theoretical and managerial thinking on the extent in which organizational climate and creative leadership ability may and/or should be evolved appropriately to support, encourage and nurture employees' innovation behaviour in the workplace.

Building on the socio-cultural theory and the climate literature, the purpose of this paper is to examine: how to effectively manage computer-mediated platforms to improve innovation performance, and which types of computer-mediated platforms firms should be more involved with.

The multivariate mediated regression method and relative effect analysis were employed to test the model.

Analyses reveal that online creative climate mediates the effects of the perceived innovation policy on both novelty and meaningfulness of creative behaviors. In addition, online creative climate is positively related to both radical and incremental innovation performance. Further, the relative performance results of the four types of computer-mediated platforms are found to be unequal.

The results suggest to managers that establishing creative climates in computer-mediated platforms is a promising approach to improve firms’ innovation performance. The results further indicate that managers should acknowledge the advantages and limitations of each type of computer-mediated platform in order to increase innovation performance. Otherwise, firms may misallocate resources and investment efforts in computer-mediated platforms.

By categorizing computer-mediated platforms into four types, this study provides the first synthesis of personal interactions that occur in computer-mediated environments. This study presents the first empirical assessment of how creative climate can be used as a facilitator for improving innovation performance and which type of computer-mediated platforms is more appropriate for radical or incremental innovations.

By increasing connectivity between multiple partners, the new paradigm of open innovation has been argued to stimulate creativity. However, there are still few empirical studies exploring what influence this new form of organizing for innovation has on the creative climate. The purpose of this paper is to start filling that knowledge gap by exploring the creative climate in an open innovation arena called SAFER, where 26 partner organizations meet to innovate together.

The paper is based on a mixed method consisting of a quantitative creative climate questionnaire complemented by qualitative data gathering through interviews.

The findings suggest that the networking and cross-functional meetings within the arena are beneficial to facilitate a creative climate, but there are challenges in handling uncertainties such as work identities, information sharing and knowledge transparency.

The arena is found to be rather dependent on interaction with the outside environment, implying that a well-constructed arena from an organizational point of view is in itself not enough to ensure a creative climate. The project organization of the arena makes the general perception of SAFER fragmented, and it is questioned whether such an arena could or should strive for only one creative climate.

The paper presents an interesting example of how introducing open innovation affects the creative climate, and discusses the difficulty of using established methods for assessing the creative climate in the new, emerging forms of organizing for innovation.

The purpose of this paper is to examine the role of leaders’ creativity as a predictor of organizational creativity. The authors expected that creative leaders would promote creativity directly by functioning as a model and inspiration for their followers and indirectly by promoting a creativity‐supporting work climate.

The research was conducted in organizations within the restaurant sector; the data were obtained using questionnaires to employees and leaders (n=207), as well as external raters’ evaluation of restaurant creativity level. Responses from each organization were aggregated using mean scores (n=39).

Significant positive associations were found between leaders’ creative behavior, organizational creative climates, and organizational creative behavior. Mediation analyses revealed that the relationship between leaders’ creative behavior and organizational creativity was mediated by organizational creative climate.

The results may provide useful guidelines for organizations that put emphasis on creativity, both for leader recruitment and leader development.

The paper contributes to the creativity literature since it is one of the first to explore leader personality and leader creative behavior as predictors of creativity in organizations.

The purpose of this paper is to investigate the influence of an employee’s personal creative identity on their innovation behaviour in knowledge-intensive information technology (IT) service provider firms. It further investigates the mediating role of an employee’s creative process engagement (CPE) and the moderating effects of the organizational creative climate on creative identity-innovative behaviour (IB) relationships.

This study follows a quantitative method. Using a multi-item survey instrument, a total of 316 questionnaires were collected from the employees of IT service provider firms in Chittagong, Bangladesh. The collected data were analysed using structural equation modelling, factor analysis and path analysis to test the hypotheses and to assess the moderating and mediating effects of the variables.

The results revealed the significant influence of an employee’s creative personal identity (CPI) on their IB. The mediation analysis revealed that CPE mediates the association between a CPI and IB. The study also found a significant moderating effect of a creative organizational climate between a CPI and CPE.

Based on the premise of the interactionist approach of creativity and role identity theory, this study contributes to the creativity and innovation literature by providing empirical support for the relationship between a personal creative identity, organizational creative culture, CPE and IB in IT service organizations.

This study adopts a distinct model comprising four different variables to investigate an employee’s IB from a multi-level perspective, i.e., a creative identity and CPE at the individual level and a creative climate and IB at the organizational level. This integrated model using predictors from multiple levels supports the theoretical assumption that IB results from the interaction of individual and organizational level factors.

The aim of this study is to examine the role of organizational climate in employees’ creative performance using the public sector as an empirical context. The employees’ creative performance is divided into two entities and studied as two separate effect variables: individual creativity and individual innovative behavior.

A conceptual model is developed and tested in a survey in which employees of a public sector organization participated.

The findings indicate that organizational climate has an important role in employees’ creative performance. The organizational climate showed a positive and significant link to the two creative performance variables included in this study. Moreover, the study revealed that individual creativity mediates the relationship between organizational climate and individual innovative behavior.

This paper is limited to examining the role of organizational climate on two creative performance variables related to individual employees in the public sector. To trigger individual creativity and individual innovative behavior in the public sector, there is a need for managers to build, develop and maintain an organizational climate that supports both employees’ creativity and enthusiasm in implementing those novel and useful ideas.

To the best of the authors’ knowledge, this study is among the first in the public sector to demonstrate the importance of organizational climate for employees’ individual creative performance. The findings of this study adds to our current knowledge and understanding of the value of organizational climate, and its influence on individual creative performance in the public sector.

The purpose of this paper is to investigate the precise role of intrinsic motivation and autonomy in relation to intellectual stimulation in creating a creative climate in a professional services firm. The intention is to discover whether theories that stress the primacy of the need for intrinsic motivation and autonomy over other managerial goals such as monitoring find support.

The authors propose and test a model for the relationship of interest. The theoretical model is tested through analysis of multilevel data gathered across in two iterations over two years from 177 employees and 64 teams in one company.

The authors find that intrinsic motivation and autonomy mediate the relationship between intellectual stimulation and creative climate. Autonomy exercises a stronger mediating effect than intrinsic motivation.

The single company research context’s specificity; causal relationships between variables cannot be empirically investigated; the verified research model cannot claim to represent how the organization actually functions, for which qualitative work is required.

Theories stressing the primacy of employee autonomy are supported over those stressing a need for management to monitor and control autonomy-seeking employees.

This paper shows the vital mediating role of employee autonomy and to a lesser extent intrinsic motivation in a professional service firm context.

Despite the strategic importance of the approaches, most of the approaches consider “internal fit” or “external fit”, and do not consider the role of creative climate. The purpose of this paper is to explore the relationship between approaches to strategic human resource management (SHRM) and organisational performance through a creative climate.

This paper has divided into three parts. First, the paper explores the literatures on the constructs. Second, it examines the relationships between constructs dealt with in the literature. Third, the review identifies the gaps in the literature and describes future recommendations of research for this field.

This study can serve as a starting point for future research on the relationship between SHRM practices, creative climate and organisational performance in terms of financial, human resource and customer retention. Researchers and practitioners need to understand the relationship between the three constructs.

The paper helps managers need to design strategic HRM policies and practices that are aligned with creative climate and organisational performance. Furthermore, it helps scholars/researchers focus their research on the relationship between HRM approaches (universal and contingency approaches), organisational performance and examining the role of creative climate as a mediator to overcome its causal limitations.

Building on the territoriality perspective and innovation process theory, to the purpose of this study is to investigate the mechanism of transmission and influence of knowledge territorial behavior congruence on innovation process, which provides theoretical implications for innovative teams to execute territoriality management and create a constructive knowledge sharing climate and platform for sustainable innovation of individuals and organizations.

The data were collected by the paired method from 311 creative R&D members. In addition, polynomial regressions and response surface method were adopted to test the hypotheses.

The more congruent the marking behavior and defensive behavior were, the higher the creative idea generation and idea implementation became. The congruence of “high marking high defensive behavior” was more conducive to triggering creative idea generation and promoting idea implementation. Compared with the incongruence of “low marking high defensive behavior,” the incongruence of “high marking low defensive behavior” was more conducive to stimulating creative idea generation. However, there was no significant difference in the incongruence effect of marking defensive behavior on idea implementation. In addition, creative idea generation mediated the relationship between knowledge territorial behavior congruence and idea implementation. Furthermore, team territorial climate moderated the relationship between knowledge territorial behavior congruence and creative idea generation.

The study highlights the theoretical research of territoriality and innovation process. By deconstructing the relationship between the territorial behavior congruence and the innovation process, this study establishes that the congruence and incongruence of the marking defensive behavior in knowledge territoriality exerts different effects on creative idea generation and idea implementation.

The purpose of this study to understand the effects of training and creativity on organizational innovation under the moderating influence of the organizational climate.

The theoretical model is grounded in the contingent resource-based view. To test the research hypotheses, this paper has gathered the cross-sectional data using a single informant pre-tested questionnaire. The data were collected from respondents working in Indian automotive manufacturing organizations. The data were further tested for the normality criteria followed by hypotheses testing using co-variance-based structural equation modelling Statistical Package for Social Sciences (SPSS), 2010.

The relationship between training and organizational innovation was leveraged by employee creativity, which acts as a mediator between the two. Moreover, the organizational climate augments the mediation process by coherently creating a positive moderating influence.

This study provides prospective insights to management leaders and practitioners by establishing how training can bring about positive change in the innovative front of the organization. It also offers keys to the organizations for an active engagement of the employees through a supporting climate conducive for harnessing of individual creativity and innovative potential.

This is the first endeavour made to examine the moderated mediation influence of organizational climate on training and employee creativity, by studying the mediating effect of employee creativity between training and organizational innovation.