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1 – 10 of over 49000Zhang Zheng and Rahil Irfan Ahmed
This paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from…
Abstract
Purpose
This paper examined the mediating role of boundary spanning behavior and the moderating effects of traditionality linking humble leadership and employee creative performance from the perspective of Social Exchange Theory (SET) to reveal the behavioral mechanism and boundary condition regarding the influence of humble leadership on creative performance.
Design/methodology/approach
A sample of 276 employees and the supervisors from 8 companies in China was taken using two-wave data.
Findings
The results indicated that humble leadership was positively related to employee creative performance, and boundary spanning behavior partially mediated the relationship between humble leadership and employee creative performance. Traditionality strengthens the mediation process when traditionality is high.
Practical implications
These findings provide several theoretical and practical implications for the domains of humble leadership and boundary spanning behavior. For example, human resource (HR) departments can recruit leaders with high humility and cultivate team leaders through systematic training programs about self-awareness, openness and self-transcendence; team leaders should encourage employees to participate in boundary spanning activities and hiring managers select employees with high traditionality to synergize with leader humility.
Originality/value
Based on the SET, this paper explored the behavioral mechanism between humble leadership and creative performance and enriched the prior research, which is from the cognitive or emotional view, and further answered the question “what are the employees' behavioral responses when they confront the humble leadership”.
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Yana Du, Li Zhang and Yanhong Chen
The purpose of this paper is to explore the effect of creative process engagement on employees’ in-role performance, and does so by considering the support that employees received…
Abstract
Purpose
The purpose of this paper is to explore the effect of creative process engagement on employees’ in-role performance, and does so by considering the support that employees received from and given to their supervisors.
Design/methodology/approach
Using data from 540 questionnaires collected in China, this paper conducts a hierarchical regression analysis to test the proposed model.
Findings
Creative process engagement positively affects employees’ in-role performance. However, the moderating effect of receiving support on the above relationship is not significant. Instead, it is the interaction of receiving support from and giving it to supervisors that moderates the relationship between creative process engagement and in-role performance.
Research limitations/implications
The study has some contributions to the conservation of resource (COR) theory. The authors find that acquiring new resources such as receiving support from supervisors is not always effective. The acquisition process of resources should be considered with the investment process of resources. According to the COR theory, people invest resources to gain resources and protect themselves from losing resources or to recover from resource loss (Halbesleben et al., 2014). The findings of the study show that employees investing resources is not just for gaining resources. Sometimes, they invest resources such as giving support to supervisors to remain a relatively balanced relationship.
Practical implications
Companies can encourage employees to place more attention on creative process engagement to improve in-role performance. In addition, when offering support to employees, managers should consider whether the employees are able to give it back in response to the received support, and distribute their support to employees accordingly.
Originality/value
This paper explored employee’s engagement at creative process in a more novel way and clarified the relative effect of creative process engagement on in-role performance. Also, this paper was the first to pay attention to the bidirectional nature of supervisor support.
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Kwame Ansong Wadei, Chen Lu and Weijun Wu
This paper aims to draw upon motivated information processing theory to examine the sequential mediating roles of perspective taking and boundary spanning between transformational…
Abstract
Purpose
This paper aims to draw upon motivated information processing theory to examine the sequential mediating roles of perspective taking and boundary spanning between transformational leadership and the creative performance of knowledge workers.
Design/methodology/approach
The study was carried out on a sample, including a dyad of 398 knowledge workers and their immediate supervisors in four research institutes in southwest China. The authors tested the theoretical model using structural equation modeling (SEM) and Mplus 7.0 software.
Findings
The results support the mediation model in which perspective taking was found to significantly and positively mediate the relationship between transformational leadership and boundary spanning. Boundary spanning was found to significantly and positively mediate the relationship between perspective taking and creative performance. Moreover, both perspective taking and boundary spanning were found to mediate the relationship between transformational leadership and creative performance.
Practical implications
The study findings imply that the transformational leadership behaviors of managers or supervisors nurture knowledge workers' perspective taking and their boundary spanning activities leading to creative performance.
Originality/value
The findings contribute new knowledge to the relationship between transformational leadership and creative performance by uncovering the causal chain of a cognitive mechanism (perspective taking) with a behavioral mechanism (boundary spanning).
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The purpose of this study is to investigate the relationship between empowering leadership and organizational commitment and its effect on job performance and creative work…
Abstract
Purpose
The purpose of this study is to investigate the relationship between empowering leadership and organizational commitment and its effect on job performance and creative work involvement within the expatriate society of the UAE.
Design/methodology/approach
The paper suggests a theoretical model derived from survey responses gathered from expatriates used in multinational organizations located in Dubai city in the UAE.
Findings
The results show that organizational commitment partially mediates the relationship between empowering leadership and job performance. Furthermore, the results show that organizational commitment partially mediates the relationship between empowering leadership and creative work involvement.
Originality/value
This research adds to the existing body of knowledge on international business by investigating the effects that organizational commitment and empowering leadership have on creative work involvement and job performance of expatriates.
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Fariborz Rahimnia, Ghasem Eslami and Saeid Nosrati
The purpose of this paper is to investigate the mediating role of job embeddedness in the relationship between perceived job security and perceived job flexibility and its impact…
Abstract
Purpose
The purpose of this paper is to investigate the mediating role of job embeddedness in the relationship between perceived job security and perceived job flexibility and its impact on creative performance.
Design/methodology/approach
The statistical population of this study consisted of all employees at the Electricity Company of Mashhad, and a sample comprising 300 participants was finalized. In order to analyze the data, different statistical analysis methods were used, including Pearson’s correlation analysis and structural equation modeling.
Findings
The findings indicated that perceived job security has a positive impact on job embeddedness, while it has no significant impact on the employees’ creative performance. On the other hand, perceived job flexibility has a positive effect on both job embeddedness and creative performance. Moreover, the mediating role of job embeddedness was approved.
Originality/value
Since creative performance in this changeable environment becomes essential, identifying mechanisms which can embed employees to their company would bring about several positive consequences. Furthermore, little is known about the antecedents and potential consequences of job embeddedness, especially in developing countries.
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Tomas G. Thundiyil, Dan S. Chiaburu, Ning Li and Dave T. Wagner
The purpose of this study is to test a model connecting Chinese employees’ positive and negative affect and creative self-efficacy with supervisor-rated creative performance in…
Abstract
Purpose
The purpose of this study is to test a model connecting Chinese employees’ positive and negative affect and creative self-efficacy with supervisor-rated creative performance in Chinese business. Building on the cognitive tuning theory, this paper answers several calls for research to examine the joint effects of positive and negative affects on creative performance in the China business environment.
Design/methodology/approach
The participants were drawn from one of the largest petrochemical companies in China. We drew 459 leader-subordinate dyads across different jobs situated in multiple divisions to complete our surveys. The authors used hierarchical linear modeling to test the hypotheses.
Findings
The findings suggest that creative self-efficacy has a positive influence on creative performance during low PA scenarios. The authors also demonstrated that for employees in China, creative self-efficacy has a positive influence on creativity when employees experience both low levels of positive affect and high levels of negative affect.
Originality/value
As the findings suggest, Chinese employees who experience positive affect may engage in heuristic, top-down cognitive processes. Furthermore, findings from the present study also serve to extend the scope of the cognitive tuning model by testing the informational roles of positive and negative affects in self-regulatory processes rather than focusing directly on the main effects of employee affect. An important finding in this study is the three-way interaction indicating that individuals experiencing low positive affect and high negative affect will see a strong connection between creative self-efficacy and creative performance.
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Jun Song, Jianlin Wu and Jibao Gu
The purpose of this paper is to test the moderating role of work-related stressors on the relationship between voice behavior and the voicer’s creative performance.
Abstract
Purpose
The purpose of this paper is to test the moderating role of work-related stressors on the relationship between voice behavior and the voicer’s creative performance.
Design/methodology/approach
The sample comprised 781 full-time employees from 16 companies covering six industries in the central region of China. Hierarchical moderated regression analyses were used to test the hypotheses.
Findings
Results showed that voice behavior had significant positive effect on creative performance. The positive relationship between voice behavior and creative performance was stronger for employees with low challenge stressors as well as for employees with high hindrance stressors.
Research limitations/implications
This study employs a cross-sectional design with data collected from the same source.
Practical implications
The findings suggest that employees should be encouraged to voice out their opinions and ideas. Work-related stressors should be treated differently to expand the effects of voice behavior on creative performance.
Originality/value
This study is one of the few to establish boundary conditions from the contextual perspective on the effect of voice behavior on employee performance. Considering whether work-related stressor is a challenge or a hindrance could possibly result in a better understanding of the role of work-related stressors in the voice behavior-creative performance relationship. An empirical evidence is provided for the positive relationship between voice behavior and employee performance outcomes.
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Naoum Mylonas and Eugenia Petridou
The purpose of this paper is to investigate whether predicting factors of conventional ventures’ performance are appropriate in interpreting the creative industries context…
Abstract
Purpose
The purpose of this paper is to investigate whether predicting factors of conventional ventures’ performance are appropriate in interpreting the creative industries context. Moreover, this paper introduces a way to measure venture performance in creative industries.
Design/methodology/approach
A structured questionnaire was used to address this research objectives, based mainly on scales tested in previous studies. Data were collected from a sample of 371 female entrepreneurs of creative industries. A hierarchical linear regression analysis was conducted to examine the research hypotheses.
Findings
In congruence with the hypotheses, the findings demonstrated that venture performance in creative industries can be predicted by factors that affect conventional venture performance. Creative personality and professional network ties are regarded according to the empirical analysis presented in this paper as the factors with the highest impact.
Research limitations/implications
Data were pulled from female entrepreneurs in Greece, especially from the two biggest cities Athens and Thessaloniki. Consequently, it was precarious to fulfill the condition of generalizability. Additionally, a snowball sampling method was used, because of the absence of creative industries firms’ directory in Greece.
Originality/value
Based on authors’ knowledge and review, no prior study has examined predictors’ effect on creative industries venture performance.
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Jing Zhou and Christina E Shalley
The examination of contextual factors that enhance or stifle employees’ creative performance is a new but rapidly growing research area. Theory and research in this area have…
Abstract
The examination of contextual factors that enhance or stifle employees’ creative performance is a new but rapidly growing research area. Theory and research in this area have focused on antecedents of employee creativity. In this paper, we review and discuss the major theoretical frameworks that have served as conceptual foundations for empirical studies. We then provide a review and critical appraisal of these empirical studies. Based on this review, we propose exciting possibilities for future research directions. Finally, we discuss implications of this body of work for human resource management.
Employees' personal Internet usage (PIU) has become increasingly common at work. It is important for both researchers and managers to understand how PIU affects employee creative…
Abstract
Purpose
Employees' personal Internet usage (PIU) has become increasingly common at work. It is important for both researchers and managers to understand how PIU affects employee creative performance. This study aims to examine what kind of PIU is likely to increase or decrease employee creative performance and why. The authors also examine a potential boundary condition for the effect of PIU on employee creative performance.
Design/methodology/approach
Based on conservation of resource (COR) theory and broaden and build theory, the authors investigated the impact of two types of PIU, namely within-task PIU and between-task PIU, on the creative performance of knowledge workers. The authors conducted a daily diary study and surveyed 107 knowledge workers in China over 10 consecutive working days (n = 1,070) to test the model.
Findings
The authors find that within-task PIU reduces knowledge workers' creative performance by decreasing the workers' positive emotion, whereas between-task PIU promotes the performance by increasing positive emotion. The above relationships become stronger when knowledge workers perceive a higher level of organisational support.
Originality/value
The authors' study makes theoretical contributions by advancing researchers' understanding of the situations in which PIU may decrease or increase employee creative performance. The findings are also useful for developing organisational policies to take advantage of the positive side of PIU whilst avoiding PIU's negative side.
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