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This study aims to investigate the mediation role of innovation between creative climate and organisational resilience.

The study used a cross-sectional design to collect data about the study variables from parastatal managers using self-administered questionnaires. Hierarchical regression and Medigraph were used to test hypotheses.

Creative climate has a significant association with innovation and organisational resilience. Innovation partially mediates the effect of creative climate on organisational resilience.

The sample size was small involving only parastatals. The results may be different in an expanded public sector. The study was cross-sectional that is limited in examining long-term effects of creative climate and innovation on organisational resilience. Therefore, a longitudinal study design is proposed for future research.

Managers in parastatals need to provide a conducive creative climate that promotes innovations for organisational resilience.

The study provides empirical evidence on the mediation role of innovation in the relationship between creative climate and organisational resilience in a public sector. The evidence shows the contribution of innovation in striving for organisational resilience based on the creative climate.

The purpose of this paper is to examine the role of leaders’ creativity as a predictor of organizational creativity. The authors expected that creative leaders would promote creativity directly by functioning as a model and inspiration for their followers and indirectly by promoting a creativity‐supporting work climate.

The research was conducted in organizations within the restaurant sector; the data were obtained using questionnaires to employees and leaders (n=207), as well as external raters’ evaluation of restaurant creativity level. Responses from each organization were aggregated using mean scores (n=39).

Significant positive associations were found between leaders’ creative behavior, organizational creative climates, and organizational creative behavior. Mediation analyses revealed that the relationship between leaders’ creative behavior and organizational creativity was mediated by organizational creative climate.

The results may provide useful guidelines for organizations that put emphasis on creativity, both for leader recruitment and leader development.

The paper contributes to the creativity literature since it is one of the first to explore leader personality and leader creative behavior as predictors of creativity in organizations.

The purpose of this paper is to examine the role of the organizational creative climate, knowledge sharing and innovative work behavior in startups development. This study also aims to discover the R square, predictive relevance and effect size of the developed model.

A quantitative method was used, and a total of 352 usable questionnaires were collected from employees at startups particularly in services sector in Malaysia. The structural equation was developed to explain the complicated relationship between organizational creative climate, knowledge sharing and innovative work behavior. The results of hypothesis were analyzed using structural equation modeling – partial least square (SEM-PLS) test.

The results indicate that organizational creative climate significantly influence innovative work behavior (H1), organizational climate positively affects knowledge sharing (H2) and knowledge sharing significantly influence innovative work behavior (H3). In addition, the results also show that the R square values of innovative work behavior is weak (R² = 0.067), while the predictive relevance value demonstrating the model has sufficient predictive relevance. Further, the results of effect size show medium effect for organizational creative climate and knowledge, while the remaining indicates small effect size.

This study provides a comprehensible and clear understanding on how organizational creative climate and knowledge sharing play important role in fostering the individual innovative work behavior in Malaysian startups.

Research on the significance of organizational creative climate, knowledge sharing and to innovative work behavior particularly in the startups context has not been sufficiently explored. This study shed new light to the startups eco-system stakeholders in stimulating individual innovative work behavior through the practices of sharing information as well as the creative climate and innovative elements in the entrepreneurial activities.

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 purpose of this paper is to examine the impact of organizational climate, physical work environment and organizational encouragement on enhancing employee creativity in the Indian automobile industry.

The study used descriptive research design. Through a stratified random sampling method, the authors collected 250 valid responses which were considered suitable to carry out the study. Structural equation modeling was used to validate the hypothesized research model, whereas confirmatory factor analysis was incorporated into the study to check the reliability and robustness of the constructs.

The results of the study indicated that creative instinct within the employees working in the automobile units becomes more profound when an organization provides a climate and physical work environment which is conducive to stimulate the creative thought process of the employees by encouraging its employees for exchanging ideas among themselves, which motivates them to think out of the box and subsequently foster their creative ability.

This study incorporates measures that are essential in enhancing the creative ability of the employees working in the Indian automobile industry which can be tactically nurtured by these factors.

The findings add to the existing literature by developing visions and enumerating how organizational climate, physical work environment and organizational encouragement enhances creativity within individuals in Indian automobile units.

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.

The purpose of this study is to explore the effects of two independent variables, creative climate and learning organization, on innovation separately and simultaneously.

The methodology used was multiple regression analysis executed on the data collected. Apart from that, the study also used T‐tests to compare the means of variables between the randomly selected local organization and MNCs. ANOVA was also conducted to compare the means of the variables between three different employee categories of job levels, namely the top, middle/lower management and supporting staff.

The results indicated that both learning culture and creative climate contributed 58.5 percent to the explanation of the observed variances in the innovation construct. The learning organization culture separately was found to have a significantly stronger relationship with innovation (r=0.733) than did the organizational creative climate (r=0.473). This implied a larger contribution from the learning organization variable towards innovation. The findings also showed that there were no significant differences in the mean scores (P>0.05) among the three organizational job levels included, namely the top management, middle/lower management and staff, in the members' perceptions of innovation, creative climate and learning culture. The study also found no significant differences in the mean scores (P>0.05) among the small, medium, large and very large organizational population sizes in the members' perceptions on innovation, creative climate and learning culture.

The study involved a sample of 18 private organizations selected at random from a list of 165 organizations across various core businesses. The instrument used for innovation is developed by the researcher, validated by post hoc factor analysis involving 259 respondents.

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

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.

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.

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.

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.

Despite the strategic importance of the approaches, most of the approaches consider “internal fit” or “external fit”, and do not consider the role of creative climate. The purpose of this paper is to explore the relationship between approaches to strategic human resource management (SHRM) and organisational performance through a creative climate.

This paper has divided into three parts. First, the paper explores the literatures on the constructs. Second, it examines the relationships between constructs dealt with in the literature. Third, the review identifies the gaps in the literature and describes future recommendations of research for this field.

This study can serve as a starting point for future research on the relationship between SHRM practices, creative climate and organisational performance in terms of financial, human resource and customer retention. Researchers and practitioners need to understand the relationship between the three constructs.

The paper helps managers need to design strategic HRM policies and practices that are aligned with creative climate and organisational performance. Furthermore, it helps scholars/researchers focus their research on the relationship between HRM approaches (universal and contingency approaches), organisational performance and examining the role of creative climate as a mediator to overcome its causal limitations.