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A creative identity, the incorporation of creativity into self-definition, is associated with creative outcomes. Given the importance of creativity to organizational success, understanding creative identity and in particular creative identity work (the formation and maintenance of creative identity) can be useful in understanding creatives within organizations. To be considered creative, individuals need to not only produce unique artefacts, but these artefacts need to be assessed by legitimate judges as being creative. Judges may be within an organization (e.g., senior researchers within a laboratory) or may be external to an organization (e.g., award judges in international advertising competitions). Underpinning creative identity work is the creative assessment, however this assessment is ambiguous and contextual. In other words, what is considered creative in one context or by one judge may not be considered creative in another context or by different judges. The ambiguity of the creative assessment makes creative identity work a precarious undertaking. Based on two case studies – a R&D laboratory and an advertising agency – this research explores the strategies which creative individuals employ in their creative identity work in response to the ambiguity of the creative assessment. This research contributes to the growing area of creative identity research by unpacking three specific strategies used as part of identity work of creatives: defending, emotional distancing and differentiating. These strategies assist the creatives in maintaining a coherent sense of who they are within the organizational context despite the unpredictability of the creative assessment.

The purpose of this study is to examine whether team potency moderates the effect of the leader member exchange (LMX) on the expatriate's creative work involvement such that the effect of leader member exchange on creative work involvement becomes less when team potency is high.

Data were gathered via a printed survey instrument, using a purposive sampling approach and administered directly to 150 expatriate (non-Emirate nationals) employees located in the Jabal Ali Dubai Free Zone of the United Arab Emirates (UAE).

Our findings indicate that the higher the level of team potency the less the effect of LMX on expatriate creative work involvement.

The findings suggest that, team potency, which is an asset in certain situations, can be a liability suppressing the effect of LMX on the expatriate employees creative work involvement. Expatriate employees experiencing satisfaction and fulfillment through the leadership exchange feel sufficiently empowered in their abilities to engage in creative work behaviors.

Testing a theoretical model within the intranational cultural diversity of an expatriate workforce may be a stronger source of diversity than other sources, providing for an original theoretical contribution to the extant literature. Moreover, the UAE, with its prominent network of expatriate employment integrated within the national economy presents a highly relevant contextual environment in which to study expatriate behavior.

In the male-dominant creative industries, do men and women have access to the same resources for career learning and development? The purpose of this paper is to examine women’s perspectives of their career trajectories in advertising creative departments.

Situated learning theory views learning as produced through interaction with and increasing participation in a community of practice. Interviews were conducted with 19 female creatives to examine two research questions: first, how do women develop identities as creative practitioners within the male dominated advertising creative department? and second, how are women’s learning trajectories influenced by their gender?

Gendered expectations affected the type of work women were supposed to produce, their ability to sell work, and the types of assignments they received. Women lacked legitimacy and experienced difficulties developing an identity as a master practitioner. They instead emphasized parts of their identity unrelated to the profession.

Women were unable to develop identities as full members of the community of practice. The identity formed in conjunction with work was that of a person with lesser talents, fewer opportunities, and less valued contributions, causing them to exit the field or seek positive identity from places other than work.

This study was the first study that the authors are aware of to examine empirically the relationship between situated learning theory and gender. It provided evidence from women’s perspectives that gender restricted access to material for forming a positive work-identity, which impeded learning as women realized and accepted they were on a different trajectory than similarly-situated males.

In-person film festival experiences have faced uncertain futures since the spread of COVID-19. Snap-lockdowns, unclear and rapidly changing rules to public density allowances in theatres, distribution and challenges of “working-from-home” have become prominent issues to creative and cultural workers employed within the film festival ecosystem. The purpose of this paper, drawing from a series of interviews with film festival directors, organisers and workers within Australia, offers insight into the working lives of those employed within the film festival sector during 2020.

Using the research team's existing professional networks and a targeted approach of participant recruitment, this paper draws upon interview data from 5 semi-structured interviews with participants located in various Australian capital cities, who were working in the film festival sector during 2020. Participants were all mid-career, having at least 5 years of employment experience within the film festival ecosystem (directors, programmers and content creators) as well as having experience in other adjacent cultural and creative work.

The results in this study highlight common concerns of the legacy precarity has on professional and creative practice for those engaged in creative and cultural work, but also of unusual and unexpected opportunities for creativity and new film festival delivery beyond the dominant mode of in-theatre only experience pre-COVID-19.

The originality of this study lies in its qualitative exploration of the various employment experiences of Australian film festival workers during COVID-19.

The purpose of the study is to investigate the effect of transformational leadership on creative performance in managers and the mediation effect of work engagement. The study also explores whether manager autonomy is a moderator of the model.

The authors captured information about transformational leadership, work engagement, creative performance and autonomy, using an experimental design and surveys among a sample of managers. They modeled the first-stage moderated mediation effect using Hayes' PROCESS macro.

The results confirm that transformational leadership is positively related to creative performance in managers. This mediation effect is partially explained by work engagement. Interestingly, autonomy was a significant moderator of the mediation effect.

The findings suggest that learning to practice transformational leadership will positively move companies to increase managers' work engagement and creative performance. These outcomes have been associated with higher productivity and long-term satisfaction, which are predictors of an organization's effectiveness.

This paper closes a gap between transformational leadership and job demands-resources (JD-R) theory by providing evidence on the effects of transformational leadership, work engagement and autonomy on managers' creative performance. The authors supplement existing empirical tests by adopting an experimental design to eliminate potential alternative explanations.

The study aims to explore the mediating role of flow at work and moderating role of creative self-efficacy in the relationship between authentic leadership and innovative work behavior.

The study collected data from 315 employees working in the service sector through survey design. Data analysis was done through structural equation modeling.

The findings revealed that authentic leadership is related to flow at work and innovative work behavior. Flow at work was also found to be related to innovative work behavior. Flow at work was found to mediate the relationship between authentic leadership and innovative work behavior. The study also confirmed the moderating role of creative self-efficacy in the relationship between authentic leadership and innovative work behavior.

The study unearthed the previously unexplored mediating role of flow at work linking authentic leadership to innovative work behavior. Additionally, it is the first study that explicated how creative self-efficacy moderates the relationship between authentic leadership and innovative work behavior; the relationship between the two is stronger when creative self-efficacy is high.

The purpose of this paper is to develop a more comprehensive understanding of why social inequalities and discrimination remain in the creative industries.

The paper synthesizes existing academic and industry research and data, with a particular focus on the creative media industries.

The paper reveals that existing understanding of the lack of diversity in the creative industries’ workforce is conceptually limited. Better understanding is enabled through an approach centred on the creative industries’ model of production. This approach explains why disadvantage and discrimination are systemic, not transitory.

The findings suggest that current policy assumptions about the creative industries are misguided and need to be reconsidered. The findings also indicate how future research of the creative industries ought to be framed.

The paper provides a novel synthesis of existing research and data to explain how the creative industries’ model of production translates into particular features of work and employment, which then translate into social inequalities that entrench discrimination based on sex, race and class.

The purpose of this paper is to conceptualize the links among team-member exchange (TMX), voice behavior, and creative work involvement.

A total of 260 employees were participants in this study. All were alumni of a Business School in Indonesia. Data were gathered at two time points four months apart. Hierarchical regression and bootstrapping analyses were conducted to find the effects of TMX on voice behavior and creative work involvement.

Results from the analyses showed positive effects of TMX on both voice behavior and creative work involvement. A positive effect of voice behavior on creative work involvement was found. The results also exhibited a partial mediating effect of voice behavior on the relationship between TMX and creative work involvement.

The findings point to the importance of maintaining TMX quality in work teams for enhancing employee voice and creativity. Organizations may need to develop members’ reciprocal relationship skill in teams and maintain the roles of team leaders to develop the quality of TMX. It is also suggested that the practice of self-management teams may enhance the quality of TMX and voice behavior of employees.

This paper offers new insight on how levels of TMX may impact on members’ voice behavior and creative work involvement. Longitudinal data may provide a more accurate prediction of the links among TMX, voice behavior, and creative work involvement.

Drawing from the conservation of resources theory, this study aims to investigate the relationship between employees’ knowledge-sharing efforts and creative behaviors; particularly, it addresses how this relationship may be invigorated by three resources that operate at individual (passion for work), job (time sufficiency) and organizational (procedural justice) levels.

Quantitative data were collected through a survey administered to employees in a banking organization in Mozambique.

The usefulness of knowledge-sharing efforts for stimulating creative behavior is greater when employees feel passionate about work, have sufficient time to complete their job tasks and perceive that organizational decision-making is fair.

The results inform organizations about the circumstances in which the application of employees’ collective knowledge bases, derived from their peer interactions, to the generation of novel solutions for problem situations is more likely to materialize.

By detailing the interactive routes by which knowledge-sharing efforts and distinct resources (passion for work, time sufficiency and procedural justice) promote employee creative behavior, this study extends prior research that has focused on the direct influences of these resources on knowledge sharing and creative work outcomes. It pinpoints the circumstances in which intra-organizational knowledge exchange can generate the greatest value, in terms of enhancing creativity.

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.

The paper suggests a theoretical model derived from survey responses gathered from expatriates used in multinational organizations located in Dubai city in the UAE.

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.

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.