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Article
Publication date: 18 May 2021

Akriti Chaubey, Chandan Kumar Sahoo and Kishore Chandra Das

The purpose of this study to understand the effects of training and creativity on organizational innovation under the moderating influence of the organizational climate.

Abstract

Purpose

The purpose of this study to understand the effects of training and creativity on organizational innovation under the moderating influence of the organizational climate.

Design/methodology/approach

The theoretical model is grounded in the contingent resource-based view. To test the research hypotheses, this paper has gathered the cross-sectional data using a single informant pre-tested questionnaire. The data were collected from respondents working in Indian automotive manufacturing organizations. The data were further tested for the normality criteria followed by hypotheses testing using co-variance-based structural equation modelling Statistical Package for Social Sciences (SPSS), 2010.

Findings

The relationship between training and organizational innovation was leveraged by employee creativity, which acts as a mediator between the two. Moreover, the organizational climate augments the mediation process by coherently creating a positive moderating influence.

Practical implications

This study provides prospective insights to management leaders and practitioners by establishing how training can bring about positive change in the innovative front of the organization. It also offers keys to the organizations for an active engagement of the employees through a supporting climate conducive for harnessing of individual creativity and innovative potential.

Originality/value

This is the first endeavour made to examine the moderated mediation influence of organizational climate on training and employee creativity, by studying the mediating effect of employee creativity between training and organizational innovation.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 14 September 2020

Lifan Chen, Bowen Zheng, Hefu Liu and Manting Deng

Despite the growing use of social media in many organizations, managers face the challenges of how to effectively manage social media usage (SMU) in the workplace to…

Abstract

Purpose

Despite the growing use of social media in many organizations, managers face the challenges of how to effectively manage social media usage (SMU) in the workplace to ensure employee creativity. This study combined task-technology fit theory and the interactional perspective of employee creativity to understand the three-way interaction of SMU, perceived task interdependence, and perceived participative leadership on employee creativity.

Design/methodology/approach

A questionnaire survey was designed to test our hypotheses. The sample consisted of employees who use social media in the workplace. A total of 402 valid questionnaires were used for the hierarchical regression analysis.

Findings

SMU had the strongest positive relationship with creativity when perceived task interdependence and perceived participative leadership were high. However, we did not find two-way interaction effects of SMU and perceived task interdependence on employee creativity.

Originality/value

Our findings are aligned with the emergent view that the benefits of SMU can be better realized when it coexists with a set of complementary team contextual factors. The current study helps extend the contingency perspective and related studies in social media literature and employee creativity research.

Details

Internet Research, vol. 31 no. 2
Type: Research Article
ISSN: 1066-2243

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Article
Publication date: 22 September 2020

Li Hui, Wang Qun, Sajjad Nazir, Zhao Mengyu, Muhammad Ali Asadullah and Sahar Khadim

Millennial-generation employees need to stimulate their creativity to produce innovative ideas, services and products for organizations to flourish and succeed. The main…

Abstract

Purpose

Millennial-generation employees need to stimulate their creativity to produce innovative ideas, services and products for organizations to flourish and succeed. The main purpose of this research was to discover the mechanism through which organization identification influences employees' creativity in the Chinese organizational context. Particularly, we proposed the mediating role of work engagement and the moderating role of work values in the relationship.

Design/methodology/approach

A questionnaire survey was utilized to collect the data from 281 employees working in China. Hierarchical regression was utilized to analyze the data.

Findings

The findings reveal that organizational identification significantly influences the creativity of millennial employees; work engagement plays a positive mediating role between organizational identification and employee creativity. Moreover, work values of millennial generation employees, specifically utilitarian orientation, intrinsic preferences, interpersonal harmony and innovation orientation have a positive moderating effect between work engagement and employee creativity.

Originality/value

This study recognizes and analyzes the mechanism underlying the influence of organizational identification and recommends that work engagement is a crucial mediator of the complicated relationship between organizational identification and employee creativity. Consequently, this study is the key effort for millennial employees’ work values and engagement to explore employee creativity in Chinese cultural context and also suggests important theoretical and practical implications.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 27 October 2020

Muhammad Khalid Anser, Zahid Yousaf, Muhammad Sharif, Wang Yijun, Abdul Majid and Muhammad Yasir

This study aims to investigate the relationship between employee polychronicity and employee creativity. This study also explores the mediating role of employee resilience…

Abstract

Purpose

This study aims to investigate the relationship between employee polychronicity and employee creativity. This study also explores the mediating role of employee resilience in the relationship between employee polychronicity and employee creativity.

Design/methodology/approach

This study was based on a quantitative research design, and a survey instrument was used to collect data from doctors and nurses. Ordinary least squares (OLS) regression and four-step Baron and Kenney (1986) approaches were used to check the impact of nurses’ polychronicity on creativity through resilience.

Findings

Results proved that employee polychronicity positively influences employee creativity. The finding indicates that employee resilience acts as a mediator in the relationship between employee polychronicity and employee creativity.

Originality/value

The worth of this study rests on the deeper understanding of the employee polychronicity–employee creativity link in the health-care sector. Moreover, by bringing to the fore employee resilience as a mediator of the polychronicity–creativity relationship, this study provided a new vantage point to explore the intricacies concerned with the relationships between polychronicity, resilience and creativity.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 9 October 2020

Samuel Ogbeibu, Abdelhak Senadjki and James Gaskin

This study seeks to investigate how leader ability and diverse organisational cultures (OC) act to influence employee creativity in manufacturing organisations. By…

Abstract

Purpose

This study seeks to investigate how leader ability and diverse organisational cultures (OC) act to influence employee creativity in manufacturing organisations. By leveraging the multifaceted nature of the competing values framework (CVF), this study examines the growing deterioration of employee creativity through the lens of four OC quadrants within the Nigerian manufacturing industry and further investigates how distinct OCs and leader ability can aid to bolster employee creativity. The CVF is a model used to assess organisational cultures, irrespective of their industry, for the overarching purpose of improving organisational performance.

Design/methodology/approach

The target population consists of employees of research and development (R&D) and information technology (IT) in the headquarters of 21 manufacturing organisations. Our useable sample consisted of 439 responses from the Nigerian manufacturing industry.

Findings

Results indicated that leader ability and adhocracy OC have positive effects on employee creativity. Market and clan OC have negative effects on employee creativity. Likewise, leader ability dampens the effects of adhocracy OC on employee creativity and reinforces the market OC effect on employee creativity.

Originality/value

This study provides novel insights that challenges several controversial and contemporary postulations of extant research which theorise the OC–employee creativity relationships. By leveraging the construct of leader ability, unique contributions are also made to provoke congruence.

Details

American Journal of Business, vol. 35 no. 3/4
Type: Research Article
ISSN: 1935-5181

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Article
Publication date: 21 September 2020

Sajjad Nazir, Amina Shafi, Muhammad Ali Asadullah, Wang Qun and Sahar Khadim

The main purpose of this study is to investigate the mechanism through voice behavior mediates the relationship between ethical leadership and employees' creativity. This…

Abstract

Purpose

The main purpose of this study is to investigate the mechanism through voice behavior mediates the relationship between ethical leadership and employees' creativity. This study also examines the moderating role of psychological empowerment and innovative climate between ethical leadership and employee creativity.

Design/methodology/approach

We used a survey questionnaire to collect multi-wave data from 295 employees working in the IT sector to test the proposed hypotheses of this study.

Findings

The findings revealed that ethical leadership boosts employee creativity, and voice behavior mediates the positive relationship between ethical leadership and employee creativity. Moreover, the results confirm the significant moderating role of psychological empowerment on the relationship between ethical leadership and voice behavior. A positive moderation of innovative climate was also confirmed in the association between voice behavior and creativity. Employees with supportive innovative climate adopt creative behavior when they can voice their concerns freely.

Practical implications

Ethical leadership is a vital tool for fostering employee's creativity by providing autonomy to raise their voice at the workplace in the emerging markets.

Originality/value

This is one of the leading researches to emphasize the role of ethical leadership for employee creativity, and the key contribution is to discover voice as a potential mediator for ethical leadership and an innovative climate as a potential moderator in the relationship between voice behavior and employee creativity.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 6 July 2020

Ramsha Zakariya and Sajid Bashir

Knowledge sharing is believed to enhance creativity; however, the purpose of this study is to find out how and when knowledge hiding perception of target affects creativity

Abstract

Purpose

Knowledge sharing is believed to enhance creativity; however, the purpose of this study is to find out how and when knowledge hiding perception of target affects creativity of IT professionals.

Design/methodology/approach

Using a temporally segregated survey based data from IT professionals, this study investigates a three-way interplay of knowledge hiding, supervisor support for creativity and creative self-efficacy to examine employee’s creativity. Time lagged data were collected from 253 respondents working in IT-based organizations across Pakistan.

Findings

Findings provide interesting insights revealing that knowledge hiding perception of target enhances target’s creativity through the mechanism of benign envy. Another appealing finding is that the three-way interaction effect of supervisor support and creative self-efficacy is found to weaken the effect of knowledge hiding perception on employee creativity.

Originality/value

This is first of its kind study which is specifically related target’s knowledge hiding perception with their own creativity among IT professionals. This study further explores the mechanism of benign envy as a motivational drive through which target’s knowledge hiding perception enhances creativity. The cumulative role of conditional factors that affect knowledge hiding perception to creativity link from target’s perspective has also been clarified. Most of the studies focus on benefits of knowledge sharing and ignoring the outcomes of knowledge hiding.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

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Article
Publication date: 6 July 2020

Lu Chen, Kwame Ansong Wadei, Shuaijiao Bai and Jun Liu

The purpose of this paper is to draw upon social information processing theory to examine the sequential mediating roles of psychological safety and creative process…

Abstract

Purpose

The purpose of this paper is to draw upon social information processing theory to examine the sequential mediating roles of psychological safety and creative process engagement between participative leadership on creativity.

Design/methodology/approach

Using a time-lagged sample of 526 supervisor–subordinate dyads from R&D teams of five enterprises located in the southwest part of China, we tested the theoretical model using structural equation modelling (SEM) as well as with the MPLUS 7.0 software.

Findings

Results indicated that participative leadership is positively related to creative process engagement; psychological safety significantly mediates the relationship between participative leadership and creative process engagement; creative process engagement significantly mediates the relationship between psychological safety and employee creativity; psychological safety and creative process engagement sequentially mediates the relationship between participative leadership and creativity.

Practical implications

The study findings imply that the participative leadership behaviors of managers or supervisor's nurtures employees psychological safety to take risk and promotes employee engagement in creativity relevant ventures leading to creativity.

Originality/value

The findings contribute new knowledge on the relationship between participative leadership and creativity by uncovering the causal chain of a cognitive mechanism (psychological safety) with a behavioral mechanism (creative process engagement).

Details

Leadership & Organization Development Journal, vol. 41 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

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Article
Publication date: 27 February 2020

Zhigang Song and Qinxuan Gu

This paper aims to investigate the relationship between exchange ideology and employee creativity based on the social exchange perspective. It also attempts to examine the…

Abstract

Purpose

This paper aims to investigate the relationship between exchange ideology and employee creativity based on the social exchange perspective. It also attempts to examine the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.

Design/methodology/approach

Multilevel and multisource data were collected from 56 research and development (R&D) teams with 306 employees. Hypotheses were tested with multilevel path analysis.

Findings

The authors found that exchange ideology was negatively related to both perceived shared leadership and employee creativity, and perceived shared leadership mediated the relationship between exchange ideology and employee creativity. Moreover, we revealed that vertical moral leadership buffered the negative relationship between employee exchange ideology and perceived shared leadership and also the indirect effect of exchange ideology on employee creativity via perceived shared leadership.

Research limitations/implications

Organizations should select employees with a relatively weak exchange ideology when forming teams to conduct creative tasks. Moreover, team leaders should make great efforts to facilitate the development of shared leadership among team members while to be a moral leader.

Originality/value

This study extends creativity literature by investigating the effect of exchange ideology on employee creativity. It also sheds lights on leadership research by examining the mediating role of perceived shared leadership and the moderating role of vertical moral leadership.

Details

Management Decision, vol. 58 no. 7
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 4 March 2020

Debjani Ghosh, Tomoki Sekiguchi and Yuka Fujimoto

The purpose of this paper is to develop an additional perspective on when and why intrinsic motivation predicts employee engagement by presenting a contextual boundary of…

Abstract

Purpose

The purpose of this paper is to develop an additional perspective on when and why intrinsic motivation predicts employee engagement by presenting a contextual boundary of psychological detachment in relation to the relationship between intrinsic motivation, employee creativity and employee engagement of workers.

Design/methodology/approach

Data were collected from 288 full-time Japanese workers using an online survey. The study used a bootstrap method (Preacher and Hayes, 2008) to test mediation, and a Hayes method (2013) to test moderation and a first-stage moderated mediation model.

Findings

Employee creativity mediated the relationship between intrinsic motivation and employee engagement, and the relationship between intrinsic motivation and creativity was moderated by psychological detachment. Additionally, the indirect effect of intrinsic motivation on employee engagement via creativity was moderated by psychological detachment.

Research limitations/implications

The cross-sectional design may have limited the empirical inferences; however, the proposed model was based on robust theoretical contentions, and the study included an unrelated “marker variable” (neuroticism) as an effective means of identifying common method variance (CMV), thus mitigating the limitation of the design.

Practical implications

This study has shown that intrinsically motivated employees who practice psychological detachment from work achieve higher creativity and stronger employee engagement.

Originality/value

Based on the unconscious thought theory (UTT), job demand resource theory (JD-R), recovery processes (i.e. effort-recovery model) and self-determination theory (SDT), this paper adds to the literature by demonstrating the mediating and moderating mechanisms driving intrinsic motivation and employee engagement relationship.

Details

Personnel Review, vol. 49 no. 9
Type: Research Article
ISSN: 0048-3486

Keywords

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