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Building on the socio-cultural theory and the climate literature, the purpose of this paper is to examine: how to effectively manage computer-mediated platforms to improve innovation performance, and which types of computer-mediated platforms firms should be more involved with.

The multivariate mediated regression method and relative effect analysis were employed to test the model.

Analyses reveal that online creative climate mediates the effects of the perceived innovation policy on both novelty and meaningfulness of creative behaviors. In addition, online creative climate is positively related to both radical and incremental innovation performance. Further, the relative performance results of the four types of computer-mediated platforms are found to be unequal.

The results suggest to managers that establishing creative climates in computer-mediated platforms is a promising approach to improve firms’ innovation performance. The results further indicate that managers should acknowledge the advantages and limitations of each type of computer-mediated platform in order to increase innovation performance. Otherwise, firms may misallocate resources and investment efforts in computer-mediated platforms.

By categorizing computer-mediated platforms into four types, this study provides the first synthesis of personal interactions that occur in computer-mediated environments. This study presents the first empirical assessment of how creative climate can be used as a facilitator for improving innovation performance and which type of computer-mediated platforms is more appropriate for radical or incremental innovations.

The COVID-19 lockdown has forced many organizations and employees to work from home. In such uncertain and unprecedented context, it is crucial for organizations to stimulate their employees’ creativity to adapt to new working environment and thus to sustain and improve organizational performance. This paper aims to examine how to stimulate employees’ creativity by focusing on their online knowledge sharing (OKS) behaviors, their use of online platforms and their organizations’ innovation climate in a working from home (WFH) context because of the lockdown. For empirical analysis, this research uses data from Vietnam – a developing country in the Southeast Asia.

Data are collected from employees working in Ho Chi Minh City but WFH during the COVID-19 lockdown. Structural equation models are used for analyzing the data.

Online platform use and organizational innovation climate are positively associated with creativity directly and indirectly via the mediating roles of internal and external OKS.

This research provides policymakers, organizational leaders and managers with an important evidence on how to stimulate creativity by emphasizing the roles of knowledge sharing, online platforms and innovation climate. Accordingly, relevant practical implications are also drawn to sustain or improve organizational performance in the context of WFH context because of COVID-19 lockdown. This research also contributes to knowledge management literature by providing an evidence on the relationships between online platform use, organizational innovation climate, OKS and creativity.

This research is among the early attempts that explore the associations between employees’ use of online platforms, their organizations’ innovation climate, their internal and external OKS behaviors and their creativity in the context of WFH because of a lockdown.

Innovation, in most enterprises, originates from employees. In this study, how organizational climate, creative leadership ability and emotional reaction to imposed change impact on innovative behaviour of employees vis-à-vis knowledge sharing within the workplace is explored.

Adopting a social cognitive perspective, a model is constructed to explain factors influencing the innovation behaviour of employees along two key aspects, that is, organizational climate (innovation vs risk-taking climate) and creative leadership ability (leadership skills, vision incentive) vis-à-vis other moderating factors. A survey questionnaire, administered to a total of 311 manufacturing employees in China, was used to verify the proposed research model via Smart PLS.

Results unveil several key factors impacting positively on creative leadership in organizations. Specifically, creative leadership ability, emotional reaction to imposed change, innovation climate and knowledge sharing are found to impact positively on innovation behaviour while supportive versus risk-taking climate as well as emotional reaction are found to impact positively on innovation climate. Additionally, knowledge sharing is found to regulate the relationship between innovation climate and innovation behaviour.

While offering insights into the antecedent factors of innovation behaviour, the study extends research on the intermediary role of innovation climate and employees' innovation behaviour. Additionally, it improves one's understanding on the moderating role between knowledge sharing and innovation behaviour.

The study findings will assist enterprises in diagnosing the implementation environment of innovation strategy, thereby providing a reference for training enterprise leadership while improving the employees' understanding of innovation and reform in the workplace.

The study contributes both theoretical and managerial thinking on the extent in which organizational climate and creative leadership ability may and/or should be evolved appropriately to support, encourage and nurture employees' innovation behaviour in the workplace.

The chapter reviews recent evidence of, and debates about, the integration of art, entertainment, and media in media portrayals (e.g., movies, photographs, theater, music, performance art, museums, story-telling, modifications of an environmental space, social media, painting, comics, dance, videogames, etc.) of climate change based on three sources of data: 1) articles listed in academic reference databases and Google Scholar, 2) online sites, and 3) climate change news images. 1) Retrieved articles discuss both the potential and challenges of communicating about climate change through art, entertainment, and media. However, research is inconsistent on and in some cases is critical of the nature and extent of effects of art-based climate communication. 2) The Internet is a rich and diverse source of websites and videos about climate change. We analyzed 49 sites based on the art medium or form discussed, the primary content related to climate change, and the apparent goal of the site or video. The most frequent goals were promote action, collaboration, raise awareness, climate change communication, discussion, empowerment, reshape public perception, and engagement. 3) Based on the major themes and frames identified through content and cluster analysis of 350 images associated with 200 news articles from 11 US newspaper and magazine sources through late 2009, we summarize the theme of art and mass media representations of the environment, and how those are associated with the other major themes. We conclude by suggesting promising areas for future research on the intersection of art and science in communicating about climate change.

Creativity is increasingly vital to competitive advantage. Leaders are under growing pressure to generate a creative output from themselves and their teams, and human capital managers and consultants are increasingly called to facilitate and build a climate that promotes innovation. Positive emotions are beneficial for big picture, creative, innovative thinking (Fredrickson, 2001; Fredrickson & Branigan, 2005; Subramaniam et al., 2009). Negative emotions create more accuracy, bottoms up neural processing, and problem finding (Forgas, 2013; Forgas & Wyland, 2006). This research investigated if induced positive emotions lead to a higher creative output than negative emotions. An online experiment aimed to induce either a positive or negative mood through video clips before participants undertook a creative task. Personality dimensions were also measured to assess how preferences in information processing impacted creative output. The study demonstrated the efficacy of induced mood and concluded that positive emotions seem to be beneficial for creative output, both quantity and quality. The findings add to the considerable data on the impact of emotions on workplace performance (Amabile et al., 2005) and can be directly applied to learning, innovation, and creative thinking interventions in the workplace. The chapter concludes with a brief discussion of interventions that facilitate a positive emotional climate and how to increase creative potential and performance.

This study aims to examine the differences in the impact of three leadership styles (transactional, transformational and creative) on intraorganizational online knowledge-sharing and employee creativity. Specifically, we use self-determination theory (SDT) to examine the impact of these three leadership styles on four aspects of online knowledge sharing (knowledge donating, knowledge collecting, lurking and active lurking) and the moderating role of organizational innovation on these relationships.

Data were collected from 361 employees of business-to-business organizations in Vietnam to support all our hypotheses. Structural equation modelling was used for data analysis.

Transformational, transactional and creative leadership were found to affect online knowledge sharing, wherein creative leadership had the most potent effect. Online knowledge sharing was found to mediate the impact of three types of leadership on employee creativity. The results also showed that organizational innovation moderates the influence of leadership on online knowledge sharing.

This paper extends the current knowledge management research on online knowledge sharing by studying two new behaviors (lurking and active lurking), linking diverse leadership styles to these behaviors and employee creativity, and exploring the moderating role of organizational innovation. Our findings shed light on the complexity of the relationship between leadership and online knowledge sharing. This study also provides valuable implications for practitioners to help them choose the most appropriate leadership style for their digitalization process to ensure optimal outcomes.

The purpose of this paper is to investigate the influence of an employee’s personal creative identity on their innovation behaviour in knowledge-intensive information technology (IT) service provider firms. It further investigates the mediating role of an employee’s creative process engagement (CPE) and the moderating effects of the organizational creative climate on creative identity-innovative behaviour (IB) relationships.

This study follows a quantitative method. Using a multi-item survey instrument, a total of 316 questionnaires were collected from the employees of IT service provider firms in Chittagong, Bangladesh. The collected data were analysed using structural equation modelling, factor analysis and path analysis to test the hypotheses and to assess the moderating and mediating effects of the variables.

The results revealed the significant influence of an employee’s creative personal identity (CPI) on their IB. The mediation analysis revealed that CPE mediates the association between a CPI and IB. The study also found a significant moderating effect of a creative organizational climate between a CPI and CPE.

Based on the premise of the interactionist approach of creativity and role identity theory, this study contributes to the creativity and innovation literature by providing empirical support for the relationship between a personal creative identity, organizational creative culture, CPE and IB in IT service organizations.

This study adopts a distinct model comprising four different variables to investigate an employee’s IB from a multi-level perspective, i.e., a creative identity and CPE at the individual level and a creative climate and IB at the organizational level. This integrated model using predictors from multiple levels supports the theoretical assumption that IB results from the interaction of individual and organizational level factors.

The aim of this study is to examine the role of organizational climate in employees’ creative performance using the public sector as an empirical context. The employees’ creative performance is divided into two entities and studied as two separate effect variables: individual creativity and individual innovative behavior.

A conceptual model is developed and tested in a survey in which employees of a public sector organization participated.

The findings indicate that organizational climate has an important role in employees’ creative performance. The organizational climate showed a positive and significant link to the two creative performance variables included in this study. Moreover, the study revealed that individual creativity mediates the relationship between organizational climate and individual innovative behavior.

This paper is limited to examining the role of organizational climate on two creative performance variables related to individual employees in the public sector. To trigger individual creativity and individual innovative behavior in the public sector, there is a need for managers to build, develop and maintain an organizational climate that supports both employees’ creativity and enthusiasm in implementing those novel and useful ideas.

To the best of the authors’ knowledge, this study is among the first in the public sector to demonstrate the importance of organizational climate for employees’ individual creative performance. The findings of this study adds to our current knowledge and understanding of the value of organizational climate, and its influence on individual creative performance in the public sector.