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Although employees' creativity is vital for firm innovation and overall performance, little is done to examine the potential association between creativity and employment. This paper investigates the contribution of employees' creativity, process and product innovations to firm-level employment growth.

The authors use data from World Bank Enterprise Survey and Innovation Follow-up Survey on 9503 firms covering the period 2012–2015 in 11 countries from sub-Saharan Africa and Heckman's two-stage estimation model.

This study's results indicate a positive role of creativity on firm-level employment growth. In addition, the authors find evidence for a complementary effect arising from the combination of creativity with managerial experience, staff level of education and their associated skills, in contrast, combining creativity with internal or external R&D results in a substitution effect. Interestingly, these synergy effects are pronounced for SMEs but absent for large firms.

Policy makers in developing economies of sub-Saharan Africa should stimulate company management to use free time offered to employees to be creative in the workplace as one of their key strategies to stimulate employment growth. This strategy is expected to be particularly fruitful among SMEs having some managerial experience and skilled stuff.

In contribution to innovative work practices and workforce creativity, the authors demonstrate that providing employees with free time could be an alternative way to enhance the focal firms' performance.

This study aims to explore the effects of expertise diversity on project efficiency and creativity in health-care project teams.

This study analyzes hierarchical linear models using multi-source data from 50 project teams in a large health-care organization in the USA. This data set includes self-reported survey responses from 274 team members and human resource information for all 515 members across the 50 teams. Expertise diversity is operationalized by professional diversity and positional diversity reflecting two dimensions, domain and level, of the concept of expertise.

This study reveals that professional diversity is negatively related to project efficiency and project creativity, whereas positional diversity is positively related to project efficiency.

Successfully managing a project team of experts within a limited time frame is a challenge for organizations. This study advances the understanding of the double-edged sword effect of expertise diversity on project teams, focusing on professional and positional diversity. It provides important insights for human resource development in terms of the composition of project teams regarding members’ expertise.

This study, based on motivated information processing theory and theories of leadership (contingency and functional), investigates how servant leadership (SL) could be an effective leadership style for employee creative deviance engagement (CDE) to foster radical (RC) and incremental creativity (IC) in two different goal-oriented organizations: learning (LGO) and performance (PGO) goal-oriented organizations.

This study employed descriptive and comparative approaches and surveyed two sources (leaders and team members). Using multi-source data involving 486 LGO-based and 498 PGO-based employee–supervisor dyads from 104 LGO-based and 104 PGO-based high-tech firms in China, the authors distinguish comparative support for assumed hypotheses by using the Monte Carlo simulation technique for the indirect effects and Mplus for multilevel path analysis.

The study outcomes found that SL transmits the effects of employee CDE directly and nurtures RC and IC indirectly. It identified that an organization's LGO strengthens the direct and indirect relationships between SL and creativity via employee's CDE when the organization's LGO is high. However, an organization's PGO strengthens the direct relationship when it's low and strengthens the indirect link between SL and IC when it's high. In addition, the organization's PGO demonstrated an insignificant effect on the indirect relationship between SL and RC.

This study is the first to verify SL as the specific leadership style for responding employee's CDE and identify its distinctive effects on RC and IC. Additionally, there has been no effort to associate SL with employee's CDE for nurturing distinctive types of creativity under the different organizational dispositions (LGO and PGO).

Based on the trait activation theory, the current study systematically integrates how autonomy interacts with proactivity to influence the relationship between ethical leadership style and employee creativity.

Using simple random sampling and questionnaires, a sample of 475 engineering employees of 3 leading telecommunication companies in Ghana were obtained. The analysis was done using structured equation modeling (SEM), using SmartPLS.

The results showed that ethical leadership style provides employees with job autonomy which facilitates individual creativity. Employee proactivity also moderates a positive relationship between autonomy and creativity such that high-proactive employees are well placed to produce more creative outcomes when given autonomy. At the individual level, personal characteristics determine the degree of creativity.

The current study implies that telecommunication companies should put in more efforts to train and encourage leaders to be ethical in leaders' dealings with employees and employees must be rewarded for taking initiative.

With a focus on the integrative approach from a developing economy, this work is novel in exploring how contextual and personal features impact creativity.

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.

This study aims to investigate the relationship between extrinsic rewards and employee creativity through the intervening mechanism of perceived organisational support (POS) and work engagement. The moderating role of intrinsic motivation on the relationship between work engagement and employee creativity is also examined.

The authors report the results of a survey completed by 372 respondents employed in the United Arab Emirates. Structural equation modelling was applied to test the hypothesised relationships.

The main findings are that extrinsic rewards influence employee creativity through POS and work engagement. Moreover, the effect of work engagement on employee creativity is moderated by intrinsic motivation. This model effect is stronger for employees with high intrinsic motivation.

Convenience sampling was used, which limits its generalisability. Also, the data were collected through a cross-sectional survey at one point in time.

Managers should consider provision of extrinsic rewards and support to increase employee motivation and engagement in creative work.

This study contributes to the limited amount of available literature on creativity and rewards adding to our knowledge about the influence of extrinsic rewards on creativity considered in the presence of intrinsic motivation. Theoretical and practical recommendations are discussed.

This paper aims to analyze the publication structure of academic research on organizational creativity between 1975 and 2022.

Bibliographic data on organizational creativity are extracted from the Scopus database and then analyzed through VOSviewer and R Statistical Software.

This paper analyzes 416 publications on organizational creativity from 1975 to 2022. Accordingly, the study identifies the most productive countries, universities, authors, journals and prolific organizational creativity publications. Also, the study uses VOSviewer and R Statistical Software Bibliometrix Package to visualize the mapping based on co-citation, bibliographic coupling and co-occurrence of keywords.

The study’s main contribution is that it provides an overview of the trends and trajectories of organizational creativity, which may help researchers and practitioners comprehend the trends and future research directions.

The inscription of Yazd historical fabric in United Nations Educational, Scientific and Cultural Organization (UNESCO) world heritage list has provided the city with the opportunity of international competence and to achieve a global identity. Fahadan is one of the nine historical quarters and the core of formation of the Yazd city. Fahadan is one of the nine historical quarters and the core of formation of Yazd city. The article intends to provide suitable policies for converting it into a sample creative quarter in Yazd historical fabric.

The article benefits from qualitative research and the strategic planning method based on a creative city approach, uses SWOT technique (a technique for finding an organization's strengths, weaknesses, opportunities and threats) for situation analysis and the Oregon model for visioning.

Two categories of hard and soft factors play a role in transitioning Fahadan quarter into a creative quarter. By expanding the scope of jobs related to jewelry, and creating its supporting activities in the food and leisure sector, a creative economy can be discovered in Fahadan quarter which alongside reinforcement of unique physical features of the area, forms a creative place. Its goal will be viewed as the place where artisans pave their way for reaching a creative quarter with new management.

The research presents policies to realize soft and hard factors required for creativity in the quarter, and shows step by step a small-scale pattern in the context of urban creativity planning, that can be used in historical fabrics with similar situation.

The purpose of this paper was to determine the factors that enable entrepreneurial opportunity recognition and the significant role of education and training in enhancing opportunity recognition.

This paper follows a systematic literature review method to answer the research questions. A systematic literature review allows us to determine the work carried out to date, how it was done, assess literature and report all relevant research. The authors have used the Preferred Reporting Items for Systematic and Meta-Analysis procedure.

The findings of this study showed that prior knowledge, social networks, external environment, entrepreneurial alertness, creativity, self-efficacy and entrepreneurial passion are the main factors that play a role in the opportunity recognition process. The authors were also able to establish the importance of education and training in enhancing opportunity recognition. Experiential learning is at the forefront of education methods used to improve prior knowledge and experience that directly impact the ability to recognize entrepreneurial opportunities.

The paper provides human resource development practitioners and entrepreneurship educators with factors that determine entrepreneurial opportunity recognition. It pinpoints the factors that can be exploited in enhancing employees and novice entrepreneurs’ ability to recognize viable entrepreneurial opportunities.

Opportunity recognition is recognized as the first step in the entrepreneurship process. Therefore, it is crucial for entrepreneurs to have the ability to recognize opportunities that are viable. Understanding the factors that contribute to a successful opportunity recognition is important. In addition, the role of education and training in opportunity recognition and enhancing entrepreneurial opportunity recognition cannot be overlooked.

The purpose of this study is to investigate the role of knowledge management (KM) practices on innovation performance. It also examines whether organisational creativity and organizational learning mediate the relationship between KM practices and innovation performance.

The study uses a quantitative method by surveying (n = 291) hotel employees from Malaysia using self-administered questionnaires. Data collected were analysed by using partial least squares structural equation modelling.

Findings reveal that KM positively impacts innovation performance among Malaysian hospitality workers. This study further reveals that organisational learning and organisational creativity significantly mediate the relationship between KM and innovation performance.

Theoretically, this study establishes how KM practices influence innovation performance. Organizations that practice organizational learning and creativity are more likely to benefit from increased innovation outcomes through KM practices.