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1 – 10 of over 21000Yuanyuan Liu, Li Zhao, Pingqing Liu and Zheng Yang
Drawing upon the creativity interaction theory and expectation-identity perspective, the purpose of this paper is to construct a chain mediation model of the influence of…
Abstract
Purpose
Drawing upon the creativity interaction theory and expectation-identity perspective, the purpose of this paper is to construct a chain mediation model of the influence of workplace status on individual creativity from the perspective of expectation identity and to explore the moderating effect of prosocial motivation in this model.
Design/methodology/approach
This study reached 529 employees from 35 enterprises as the investigation objects and used structural equation model and hierarchical regression for data analysis. Data on workplace status, prosocial motivation, creativity expectations and creativity role identity were collected at Time Point T1, and individual creativity was collected at time point T2 (one month later).
Findings
The results reveal that: workplace status has a significantly positive effect on creativity; creativity performance expectations and creativity role identity have partial mediating effect in the relationship between workplace status and creativity, respectively; creativity performance expectations and creativity role identity play a chain double mediation role in the relationship between workplace status and creativity; and prosocial motivation moderates the relationship between workplace status and creativity and further moderates the chain double mediation effect of creativity performance expectations and creativity role identity.
Originality/value
In existing studies, conclusions about the relationship between workplace status and individual creativity could be divided into three viewpoints: positive, negative and U-shaped. These inconsistent findings on the relationship between workplace status and creativity imply that the relationship is complex and not fully elucidated. This may be attributed to the fact that workplace status is influenced by cultural factors and research objects. This study reinterprets the relationship between workplace status and individual creativity through the lens of creativity interaction theory and demonstrates the significance of employee workplace status in the Chinese context.
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Katharine McMahon, Jamie Pockrandt, Stefanie Fox, Nick Zike and Liu-Qin Yang
Past research has primarily focused on the negative impact of workplace mistreatment or aggression on the individuals involved, workgroups, and organizations. Certain…
Abstract
Past research has primarily focused on the negative impact of workplace mistreatment or aggression on the individuals involved, workgroups, and organizations. Certain circumstances, however, create paradoxical effects in which mistreatment positively relates to desirable workplace outcomes and characteristics at the individual and/or organizational level. Reviewing the theoretical and empirical evidence of beneficial outcomes provides researchers and practitioners with a more comprehensive understanding of the progression of workplace mistreatment, allowing them to target specific mechanisms to mitigate detrimental effects and potentially discover important avenues that lead to desired outcomes. A qualitative review of 13 articles demonstrated that different forms of aggression such as bullying, abusive supervision, incivility, and ostracism have positive relationships with paradoxical outcomes and characteristics such as resilience, prosocial behaviors, socially desirable behaviors, job performance, job satisfaction, and creativity. The authors caution against leveraging mistreatment as a method for producing these desired outcomes; instead, the authors encourage researchers and practitioners to utilize the information to further their understanding of the nomological network of workplace mistreatment and its underlying mechanisms, such as cognitive reappraisal and social learning.
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Mousumi Bose, Judith Anne Garretson Folse and Scot Burton
Managers are increasingly faced with situations that call for creative ways to engage consumers and employees. With online and offline options available for creative problem…
Abstract
Purpose
Managers are increasingly faced with situations that call for creative ways to engage consumers and employees. With online and offline options available for creative problem solving, consumers are constantly engaging with brands to provide different solutions to everyday problems. There are numerous contextual factors that influence creative output, external primes (distal vs proximal) being one of them. This research attempts to find the boundary conditions such as cognitive load, expectations of performance feedback and optimism that interact with environmental primes to influence quality and quantity of creativity. Doing so would help managers create conditions that can enhance creative output.
Design/methodology/approach
Three experiments were conducted; the first tests the interactive effect of primes and cognitive load, and the second involves the enhancing effect of expectation of performance feedback. Given that cognitive load depresses creativity and expectation of performance feedback enhances creativity, the third study finds whether optimism enhances the effects of distal primes under high cognitive load condition.
Findings
Study 1 demonstrates that the boundary factor of cognitive load moderates the relative difference between proximal and distal primes: cognitive load depresses the enhancing effects of distal primes. Study 2 demonstrates that expectation of performance feedback can enhance the effectiveness of distal primes to a greater extent than proximal primes. Study 3 suggests that highly optimistic individuals can overcome the depressing effects of cognitive load when exposed to distal primes and expectation of performance feedback.
Practical implications
The research demonstrates the environmental conditions that influence creative output in problem solving.
Originality/value
This research attempts to highlight the importance of contextual factors in influencing creativity. In the process, this research highlights the interactive forces that deter or enhance creativity so that managers can provide optimal conditions that enhance creative output for their employees and consumers.
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.
High-performance work system (HPWS) is considered a solid predictor of both organizational and individual outcomes. The current study examines the impact of employees' perception…
Abstract
Purpose
High-performance work system (HPWS) is considered a solid predictor of both organizational and individual outcomes. The current study examines the impact of employees' perception of HPWS and supervisor-rated employee creativity (EC). Critical reflection is hypothesized as a mediator of the above relationship. Human resource management (HRM) attribution moderates the indirect relationship between HPWS and EC and completes a moderated mediation model.
Design/methodology/approach
A quantitative research design is adopted with data collected from 531 employees and their direct supervisors from 12 firms in Vietnam. Partial least square structural equation modelling is used to test the hypotheses.
Findings
Employees' perception of HPWS is significantly associated with supervisor-rated creativity. Critical reflection has been found to partially mediate the above relationship. In addition, employees' exploiting attribution of HPWS intensifies the positive relationship between HPWS and critical reflection.
Research limitations/implications
The research suggests that HPWS can be viewed from both the bright and dark sides. The resource offered by HPWS goes hand in hand with pressure from high-performance expectations. Employees may need to engage in a resource investment decision to avoid net resource loss. In addition, attention should be paid to employees' perception of the justification for HPWS implementation.
Originality/value
This study offers an alternative way to explain the association between HPWS and employee creativity. Based on the Conservation of Resource Theory, employee creativity is viewed as a stress coping strategy with HPWS conceptualized as a stressor. In addition, the mediating role of critical reflection represents a novelty. Furthermore, the role of HRM attributions is explained.
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Md. Nurun Nabi, Zhiqiang Liu and Najmul Hasan
The primary objective of this study is to examine the nexus between transformational leadership (TL) and followers' radical creativity (FRC). In contrast, creative process…
Abstract
Purpose
The primary objective of this study is to examine the nexus between transformational leadership (TL) and followers' radical creativity (FRC). In contrast, creative process engagement (CPE) and leader creativity expectation (LCE) was employed as a mediating and a moderator role, respectively.
Design/methodology/approach
A quantitative exploratory survey was applied as a research design, and 293 valid responses were collected from industry-university collaborative team leaders-followers. The authors performed descriptive and partial least square based structural equation modeling (PLS-SEM) analysis using the SPSS 23 and Smart-PLS 3.0 package program to test the hypothesis.
Findings
Empirical results revealed that the TL positively and significantly influences the FRC. Therefore, the mediation of CPE bridges the relationship between TL and FRC, while the moderating role of LCE was insignificant. TL with higher CPE indirectly enhances the FRC.
Research limitations/implications
Unlike the prior conventional componential theory of creativity (CTC), this study extends the scope of CTC addressing CPE and LCE to investigate the nexus between TL and FRC and contributes to the current literature leaders-followers relationship.
Practical implications
Practically, this research contributes to the growing body of the literature demonstrating how organizations might foster radical creativity in their employees and how to inspire followers to participate in radical creativity activities that might enhance organizational performance.
Originality/value
This study has broadened the scope of the CTC by emphasizing the mediating function of CPE in promoting particular aspects of followers' creativity.
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Enabling employee creativity and channeling the creativity of employees toward process and product innovations is a starting point of value creation processes and strategy maps…
Abstract
Purpose
Enabling employee creativity and channeling the creativity of employees toward process and product innovations is a starting point of value creation processes and strategy maps. The dominant view in early creativity research seemed to be that creativity and control are inconsistent. More recently, a number of studies have come to acknowledge that performance evaluations (and rewards linked to such evaluations) may well have positive effects on creativity. This paper aims to review existing results on the effects of performance evaluations on creativity from the perspectives of different research streams.
Design/methodology/approach
This paper analyzes a stream of research in social psychology which has promoted the notion of an overall negative effect of performance evaluations on creativity. The (reinterpreted) results from this research stream are contrasted with findings from the behaviorist perspective and with research in management accounting.
Findings
The review of the different research traditions in the analysis of the effects of performance evaluations on creativity indicates that the seemingly contradictory empirical results can be explained by the different settings used and by the different ways how performance evaluations and linked rewards are conceptualized.
Originality/value
The paper clarifies that, in contrast to common beliefs, performance evaluations and linked incentives do not kill creativity in general. Performance evaluations and incentives can support creativity and innovation if they are transparent about what kind of creativity is desired and how such creativity is measured and rewarded. Moreover, incentives can effectively support behaviors that are known to be important within creativity and innovation processes.
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Feng Xu and Xiaohong Wang
The purpose of this study is to research the effect of leader creativity expectations on follower radical creativity. Highlighting the implications of leader creativity…
Abstract
Purpose
The purpose of this study is to research the effect of leader creativity expectations on follower radical creativity. Highlighting the implications of leader creativity expectations, the authors examined employee creative process engagement as a mediator and follower perceived procedural justice as a moderator in the relationship between leader creativity expectations and employee radical creativity.
Design/methodology/approach
A sample of 256 dyads comprising full-time employees and their immediate supervisors were collected from the innovation teams of industry-university alliances through questionnaire in China, the authors hypothesized and found support for a moderated mediation model.
Findings
The findings show that leader creativity expectations are significantly and positively related to employee radical creativity; creative process engagement plays a fully mediating role between leader creativity expectations and employee radical creativity; procedural justice moderates the positive relationship between leader creativity expectations and creative process engagement and enhances the positive indirect effect of leader creativity expectations on follower radical creativity.
Practical implications
The creativity expectations of leaders are prerequisite for leadership to drive followers to be creative, which can pose great effect on extra-role behavior of followers such as radical creativity. Leaders can deliberately set role expectations for subordinates to achieve creative goals. Compared with the traditional management practices emphasizing planning, leaders encourage trial practice, provide enough time to ensure employees fully identify problems and provide resources to facilitate information search and coding, may achieve better results. Organizations should also place greater emphasis on the procedural justice, thereby enhancing the positive impact of other factors on employee radical creativity.
Originality/value
This study examined the relationship between leader creativity expectations and follower radical creativity based on the perspective of creative process engagement. The conclusion expanded the evidence of the impact of leader expectations besides this study strongly demonstrate that procedural justice will affect employees creative process engagement which enriches the literature on radical creativity strategic leadership and work engagement.
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As a typical creative behavior, creative process engagement (CPE) has received increased attention in recent years. Leadership behaviors such as leader–member exchange (LMX) and…
Abstract
Purpose
As a typical creative behavior, creative process engagement (CPE) has received increased attention in recent years. Leadership behaviors such as leader–member exchange (LMX) and leader creativity expectations (LCE) have been found as two key predictive factors of CPE. However, the mechanism underlying this relationship is not well understood. This study aims to clarify how LMX influences follower CPE by considering the interplay among LCE, decision autonomy and task interdependence from an interactionist perspective.
Design/methodology/approach
Using a sample of 371 leader–employee dyads from eight enterprises in mainland China, this study conducts a hierarchical regression analysis to test the hypotheses for the proposed model.
Findings
Results reveal that the significant two- and three-way interactions where LCE, decision autonomy and task interdependence moderate the relationship between LMX and follower CPE. The relationship between LMX and follower CPE is not significant as expected, but the moderating role of LCE is positive and significant, and the relationship is strongest when conducted with either low task interdependence or high decision autonomy.
Originality/value
Different from previous research that only investigated one certain leadership factor’ effect on employees' innovative behaviors, this study comprehensively considered the combined influence of two related but significantly different connotation leadership factors on follower CPE and found the contingency effect of LCE on the relationship between LMX and follower CPE. Furthermore, the authors found the regional effectiveness of the leadership factor. The effect of leadership factors on follower CPE varies under the influence of different job characteristics, and is conducive to enrich the interactionist view on follower CPE.
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A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on…
Abstract
A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.
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