Search results

Using social exchange, signaling, job demands-resources and reformulation of attitude theories, the purpose of this paper is to propose and test a research model in which green work engagement (GWEN) mediates the impact of management commitment to the ecological environment (MCEE) on green creativity, task-related pro-environmental behavior (PEB) and proactive PEB.

Data for the paper were obtained from hotel customer-contact employees in Turkey and South Korea. The hypothesized associations were assessed via structural equation modeling.

The findings in Studies 1 and 2 supported the viability of the model. Specifically, GWEN partially mediated the effect of MCEE on task-related and proactive PEB, while it fully mediated the influence of MCEE on green creativity.

Management should invest and/or go on investing in environmental sustainability to send strong signals to employees that the organization really cares about the environment and is highly committed to the preservation and protection of the environment. With green training, empowerment and rewards, management can boost employees’ GWEN, which motivates them to engage in environmentally responsible behaviors.

The paper advances current knowledge by testing the relationship of MCEE, as appraised by employees, to their GWEN and green work outcomes. More importantly, the paper has explored the impact of GWEN in the intermediate relationship between MCEE and critical green work outcomes, such as green creativity, task-related PEB and proactive PEB. Further, the paper adds to the extant research by assessing the antecedents and outcomes of GWEN.

Creativity is a strongly context related, collective and collaborative task across multiple boundaries that are of immaterial and material nature. Numerous factors play a role in the emergence of creativity. Leadership styles and diversity have undoubtedly an impact on team creativity. Creative teams face many processes inherent paradoxes which leaders and members need to balance and overcome together. According to the observations and research findings discussed in this chapter, effective management of diversity for creativity requires a ‘humble leadership’ style as well as different communication competencies and strategies. This book chapter provides theoretical and practical insights for those responsible for diversity management in creative teams, based on two empirical studies conducted between 2019 and 2022. Competencies and strategies are presented that may help leaders and teams navigate through highly dynamic, paradoxical interaction processes and, thus, turn their diversity into a creativity asset. In addition, a glimpse of the Team Creativity Navigator (TCN) is offered, which is a new assessment and development tool that supports leaders’ and team members’ learning processes for inclusive, creativity enhancing collaboration. As such, our chapter is an empirically based conceptual contribution with the objective of providing practitioners (and researchers) with insights into appropriate strategies to boost creativity in diverse teams.

Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the relationship between knowledge hiding and team creativity.

The authors tested the hypotheses with a sample of 87 knowledge worker teams involving 393 employees and employers in China.

Knowledge hiding is negatively related to team creativity, fully mediated by absorptive capacity. In addition, the negative relationship between knowledge hiding and absorptive capacity would be weakened by task interdependence.

Team managers should take measures to avoid the development of knowledge hiding, which is indirectly related to team creativity via absorptive capacity within a team, and motivate team members to share more knowledge by training to improve their feelings of accountability, responsibility, and duty. In addition, managers can decrease knowledge hiding by strengthening within-team task interdependence.

This study is one of the first to investigate the relationship between knowledge hiding and team creativity and the moderating role of task interdependence in the relationship between knowledge hiding and absorptive capacity.

Creativity is often referred to as a seedbed of innovation. As such it holds the key to better performance and the competitiveness of firms. To better understand how creativity influences birth and commercialization of innovations and productive efficiency of firms the paper investigates how hiring of employees with different creative skills impacts innovation process and productivity. The purpose of this paper is to determine the role of creativity in innovation behavior and productive efficiency of firms.

Theoretical framework of the paper rests on pillars of evolutionary, Schumpeterian and endogenous growth literature contributions to the economics of innovation. The multi-stage analytical framework is applied to examine contribution of creativity to the decision of firms to innovate, investment in innovation activities, commercialization of innovations and firm efficiency. The econometric techniques of generalized tobit and simultaneous equations framework are applied to confidential data from the UK Innovation Survey in 2010-2012 period.

The investigation broadens our understanding of factors and forces that shape innovation process and improve productive efficiency of firms. It provides empirical evidence on an impact of the effectiveness of innovation process on the productivity of firms. The results reveal that creative skills contribute to the generation of novel ideas and investment in research and development but the ability to meet customer requirements draws from other organizational skills such as marketing or organizational innovations. Differences are revealed among economic sectors with respect to the forces driving the innovation process.

Further research will be needed to investigate cross-country differences in management of creativity and its contribution to the innovation process and productivity. The limited availability of data on creativity and innovation activities of firms presents the most important limitation in this sense. The framework set by this paper can serve as direction for further investigations.

The results provide implications to managers regarding the management of innovation process. First, the study reveals how creative potential of employees can be optimally exploited in different stages of innovation process. Second, the research highlights number of other factors relevant in this process from the utilization of information, subsidies and the general management of human resources. Finally, the results suggest that sectoral heterogeneity should be taken into account in management of innovation activities of individual firms.

While the impact of creativity on innovation has been addressed previously, this paper is one of first attempts to examine the linkages between management of creativity, effectiveness of innovation process and productive efficiency of firms within a single framework. One of reasons for this is the fact that it relies on the confidential dataset of firms not easily accessible to researchers.

The generation of new ventures within established companies, also known as corporate entrepreneurship (CE), is a process influenced by a set of individual and organizational factors. This paper aims to focus on creativity and human resource management enablers of CE, with the purpose to define an integrative framework and draw a set of related research propositions.

The paper relies on a multidisciplinary literature review in the fields of CE, creativity and organizational innovation.

The effectiveness of CE depends on a set of individual factors, distinguished into professional and psychological characteristics, and organizational factors, which include the system of values of the organization and the management practices applied in the same.

From a theoretical point of view, the paper develops an integrative framework of conditions that impact on CE and outlines a set of propositions and alternative research methods to test.

From a practitioner perspective, the study provides managers with a comprehensive set of factors enabling CE by leveraging the creativity of individuals and make it flourish through consistent human resource management practices.

The value of the paper stays in the integration of individual-related and organizational-related determinants of entrepreneurial performance.

This study examines the effects of incremental and radical creativity on both product and process innovation by considering the moderating roles of knowledge sharing in intensity and quality.

Primary research is conducted over 250 employees from service and manufacturing firms operating in Pakistan. Principal component analyses are conducted for the data reduction process, and multiple regression analyses are performed to test the research hypotheses.

Knowledge sharing intensity and the quality of knowledge sharing moderate the effects of radical creativity on product and process innovation that predicts firm performance. Besides, the research presents the differences in the impacts of incremental and radical creativity with the moderations of organisational knowledge on product and process innovations between the service and manufacturing firms and implications for practitioners and researchers.

This work represents a sample from manufacturing and service firms operating in Pakistan. Still, caution is the generalising specific results to other organisations in either service or manufacturing domains or manufacturing.

While boosting creativity in organisations, knowledge sharing practices differ for sector domains. For service firms, knowledge intensity is essential, while knowledge quality is meaningful for manufacturing firms.

This study contributes to the literature at the crossroads of organisational creativity and innovation twofold; the first is to investigate the combined effects of incremental and radical creativity on product and process innovation separately. The second is to examine the moderator roles of knowledge sharing practices of knowledge quality and intensity while predicting product and process innovation with incremental and radical creativity.

The purpose of this paper is to identify different types of project in relation to their degree of specification and the creative possibilities that more highly specified projects offer researchers.

This paper presents the limitations of project management methods when managing research in relation to creativity. If projects are rigorously formulated and fulfill the requirements of project management, they may be compared to a mechanical task in which active decision making no longer applies. The conceptual framework develops the study of the spaces of creativity that research projects offer based on intentional action in which the notion of project is considered to be more flexible than that of more traditional approaches, and the notion of judgment is seen as a source of creativity. The empirical research presents the study of two scientific projects and compares their degree of the goal and task specification, the time required to specify them and how creativity emerges from routinized activities.

The spaces of creative possibilities in projects are related in two ways: first, these spaces are related to a critical view of the concepts of repeated action and routines, and second, they are related to the ways researchers use projects and the methods of project management not only as a method but also as a form of rhetoric.

Constituting a contribution to organizational change and innovation theory that enlarges the concept of project and brings understanding of how researchers define their projects, confront project specifications and are creative in a constrained framework.

The purpose of this paper is to examine employees’ knowledge creation processes by leveraging a conceptual framework based on the socialisation, externalisation, combination and internalisation (SECI) model introduced by Nonaka and Takeuchi (1995). Given that many employees work within teams, in the current study, the authors examine the impact that team-level trust and intrinsic motivation have on an employee’s SECI model and, in turn, the relationship between SECI model and individual creativity. As such, this work represents one of the first works to examine team-level factors that shape individual knowledge creation and creativity. Additionally, building on and extending previous SECI research, the authors develop a scale to measure SECI models that uses peer-rated assessments.

Data were collected from 431 employees who worked in 59 teams drawn from 51 companies in a variety of industry sectors, both SME’s and corporate. To minimise common method bias, the SECI model questionnaire was adapted to the individual level through peer ratings instead of self-ratings (each employee rated three peers). To assess the hypotheses, hierarchical linear models using IBM SPSS were applied. The questionnaires were completed using both paper and online versions.

Results showed that SECI mediates the relationships between individual-level creativity and both team-level intrinsic motivation and trust. Furthermore, findings suggest that the scale developed is a reliable measure of SECI.

Knowledge creation and sharing practices should take into account both, a team’s trust and its intrinsic motivation, which would result in creativity.

This paper examines the impact that team-level factors (i.e. team trust and team intrinsic motivation) have on individual SECI and creativity across a variety of industries. As such, this work is one of the first to examine the impact of team-level factors in shaping individual knowledge creation and creativity. Given the support that the study found for this hypothesis, this work demonstrates that team trust and intrinsic motivation are salient factors in shaping individual employee knowledge creation and creativity. Given the novelty of this work, the authors hope is that this study will be the foundation upon future cross-level studies of individual-level SECI and individual creativity can be built so as to improve SECI models.

The environmental sustainability of manufacturing firms may begin with employees' green initiatives. Consequently, there is a need to examine how green human resource management (GHRM) promotes green creativity among manufacturing employees. This study aims to ascertain whether manufacturing employees' environmental-felt responsibility (EFR) and work engagement with eco-initiatives (WEEI) serve as a serial mediation mechanism for the relationship between GHRM and green creativity. Further, the quality of green communication (QGC) moderated the link of GHRM with EFR and WEEI.

The data were garnered from 408 managers in Pakistani manufacturing firms and analysed using partial least squares structural equation modelling.

The findings revealed a significant and positive association of GHRM with green creativity, EFR and WEEI. Similarly, EFR and WEEI demonstrated significant and positive relationships with green creativity. Furthermore, EFR and WEEI mediated the relationship between GHRM and green creativity. Moreover, this relationship was also serially mediated by EFR and WEEI. Additionally, QGC moderated the relationship of GHRM with EFR and WEEI.

Anchored on the self-determination theory integrated with a resource-based view, this study provides novel empirical evidence by investigating the mechanisms and boundary conditions between GHRM and green creativity nexus.

This paper seeks to examine how leaders shape employee creativity by using interpersonal emotion management (IEM) strategies. Drawing on the social information processing (SIP) theory, the authors argue that psychological safety translates leader problem-focused IEM into employee creativity, an impact which is moderated by organizational justice.

Data were collected in two waves from 201 employees and their leaders in China. Regression analysis was used to test the hypotheses.

Leader problem-focused IEM is positively related to employee creativity, and this relationship is mediated by psychological safety. Organizational justice positively moderates the relationship between leader problem-focused IEM and psychological safety as well as the indirect relationship between leader problem-focused IEM and employee creativity via psychological safety.

This paper identifies a novel and useful predictor of employee creativity from the perspective of leader problem-focused IEM and provides practical insights for organizations regarding ways of improving employee creativity.