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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.

Employee involvement (EI) is a major part of high-performance work systems (HPWS) that have successfully transformed a large number of organizations and have become standard practice in many new organizations. Despite the proven benefits of EI, however, it is still not as widely utilized as it could be even when accounting for industry and organization differences in its applicability. We suggest that EI implementation is limited in part by the change management challenges it presents. We review the recent research on EI and HPWS, and suggest ways in which change research and theory can inform our understanding of why EI practices have fallen short of their potential and how they can be effectively implemented.

This chapter informs current research and practice in organization development and change (ODC) with an actionable knowledge of the social science philosophies. It adds value to the scholarship of ODC by charting the progression of philosophies of social science, by showing how researchers in ODC structure their inquiry based on the inherent philosophical dimensions, and by offering useful and actionable knowledge for research and practice. The aim of the chapter is to reflect on the practice of ODC as a social science and to consolidate its social science philosophies so to provide solid philosophical and methodological foundations for the field.