Search results
1 – 10 of over 1000
This paper aims to analyze the publication structure of academic research on organizational creativity between 1975 and 2022.
Abstract
Purpose
This paper aims to analyze the publication structure of academic research on organizational creativity between 1975 and 2022.
Design/methodology/approach
Bibliographic data on organizational creativity are extracted from the Scopus database and then analyzed through VOSviewer and R Statistical Software.
Findings
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.
Originality/value
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.
Details
Keywords
Aiza Yasmeen and Saran Khan Ajmal
Based on the leader-members exchange (LMX) theory, the purpose of this paper is to examine the impact of ambidextrous leadership on employee creativity through ambidextrous…
Abstract
Purpose
Based on the leader-members exchange (LMX) theory, the purpose of this paper is to examine the impact of ambidextrous leadership on employee creativity through ambidextrous behavior. The study also investigates an organizational culture that amplifies the positive influence of ambidextrous leadership on employee creativity.
Design/methodology/approach
Primary data were collected form 300 permanent employees of the local government department of Azad Jammu and Kashmir (AJK). Hypotheses were tested by using Hayes PROCESS macro.
Findings
Results indicated that ambidextrous style of leadership and employee creativity is mediated by ambidextrous behavior of employees. The findings of the study also established the fact that the relationship of ambidextrous leadership and employee creativity is subject to the organizational culture.
Research limitations/implications
The current study was carried out in the local government department; researchers can conduct research by studying multiple government departments at once. In addition, the present study is cross-sectional; scholars in future can take a longitudinal approach to capture employee creativity at different points of time.
Practical implications
For establishing a welcoming innovation atmosphere and assist workers' creative behaviors, ambidextrous leadership should be practiced by leaders from day-to-day operations. Leaders must create flexible abilities to adapt internal resources (knowledge and values) in the public sector into new behavioral patterns that encourage employee creativity.
Originality/value
This is the first study that investigates the ambidextrous behavior as a vital intervening mechanism in the ambidextrous leadership–employee creativity linkage. Further, this study provides first empirical evidence by study the organizational culture as a moderator in determine the impact of ambidextrous leadership on employee creativity.
Details
Keywords
Drawing on the knowledge-based view and social exchange theory, this study aims to examine how top management support relates both directly and indirectly to employee creativity…
Abstract
Purpose
Drawing on the knowledge-based view and social exchange theory, this study aims to examine how top management support relates both directly and indirectly to employee creativity through knowledge management processes (acquisition and sharing) and absorptive capacity.
Design/methodology/approach
Data were collected from 284 academics and researchers working in research centres in Iraq’s public universities to assess their perceptions of management support, knowledge management, absorptive capacity and creativity.
Findings
Performing structural equation modelling with AMOS, positive relationships were identified between top management support, knowledge management processes, absorptive capacity and employee creativity. The study findings emphasise the pivotal role of top management support in creating an environment that fosters knowledge acquisition and sharing, and enhancing absorptive capacity, in turn, amplifying employee creativity. Empirical evidence confirming the salient role of knowledge management and absorptive capacity in strengthening employee creativity in the context of Iraqi academia and researchers is presented.
Originality/value
The study shows that knowledge management processes and absorptive capacity mediate the influence of top management support on employee creativity. The premise of absorptive capacity is the individual’s ability to identify, accumulate and assimilate relevant knowledge from external sources and commercialise the gained knowledge.
Details
Keywords
Mahlagha Darvishmotevali, Catherine Prentice and Levent Altinay
In a dynamic and complex environment, employees’ creative performance (CP) can be essential in developing a distinguished and competitive strategy for an organization. Using the…
Abstract
Purpose
In a dynamic and complex environment, employees’ creative performance (CP) can be essential in developing a distinguished and competitive strategy for an organization. Using the lens of competency management, this study aims to examine how employees perceived environmental uncertainty (PEU) and competency formula relate to employee CP, with a focus on the hospitality industry.
Design/methodology/approach
The data was collected from employees in the hospitality sector. Both symmetrical (PLS-SEM) and asymmetrical (fuzzy-set qualitative comparative analysis [fsQCA]) tests were performed to gain in-depth knowledge of how individual, organizational and environmental factors can be configured to explain employees’ CP.
Findings
The symmetrical analysis shows that the competency formula mediates the negative impacts of PEU on two dimensions of creativity – that is, novelty and utility. The fsQCA testing generated contrasting findings and revealed that uncertainty, along with the formula elements, is a unique antecedent condition and opportunity for employees’ CP. The inconsistent findings indicate asymmetrical and complex relationships between the proposed antecedents and outcomes in the case of employee creativity.
Practical implications
A combination of symmetrical and asymmetrical approaches is necessary to uncover the complex relationships among employees, organizations and the environment. This study shows that organizational agility, competency strategies and comprehensive strategic management processes can be configured to explain positive outcomes for organizations during uncertain circumstances. The findings can be used by human resource practitioners to maximize employee creativity and enhance organizational performance.
Originality/value
To the best of the authors’ knowledge, this study is the first to use symmetrical and asymmetrical testing to address the inadequacy of explaining employee CP in complex and uncertain environments, and highlight the crucial role of the competency formula in enhancing novelty and utility dimensions of CP. This research examines the impact of various internal and external factors (i.e. individual, organizational and contextual) on employee creativity within the hospitality industry.
Details
Keywords
Shalini Srivastava, Deepti Pathak, Swati Soni and Abha Dixit
Utilising componential theory of creativity the study aims to examines the roles of green transformational leadership, organizational culture and green mindfulness as antecedents…
Abstract
Purpose
Utilising componential theory of creativity the study aims to examines the roles of green transformational leadership, organizational culture and green mindfulness as antecedents of green creativity.
Design/methodology/approach
A three-wave data collection method was used to collect data from the 304 hotel employees belonging to hotels located in the tourist’s location of India. The study used PROCESS macro to test the hypothesized model.
Findings
The results found a significant serial mediating effect of green organizational culture and green mindfulness for strengthening the association between green transformational leadership and green creativity.
Practical implications
The study establishes that a transformational leadership can bring about a much-needed green turnaround and thus makes significant practical contribution. As customers are becoming environmentally conscious, the industry can translate the green practices and motivate their subordinates by exhibiting the environmentally conscious behaviour and exhibit the same in their actions at work.
Originality/value
The current research work expands the body of literature on green transformational leadership and green creativity nexus in tourism and hospitality industry by exploring the boundary condition that increases the strength of this relationship.
Details
Keywords
Jeong Sik Kim, Jong Gyu Park and Seung Won Yoon
The purpose of this study is to investigate the effects of leaders' managerial coaching on followers' organizational citizenship behavior (OCB), creativity and task performance…
Abstract
Purpose
The purpose of this study is to investigate the effects of leaders' managerial coaching on followers' organizational citizenship behavior (OCB), creativity and task performance. This study also examined the mediating role of intrinsic motivation and self-efficacy, recognizing the follower’s attitude and cognition as essential elements of behavioral changes.
Design/methodology/approach
This study collected data from 20 companies across multiple industries in South Korea, and a total of 386 leader–follower dyads' data were used.
Findings
The results show that leaders' coaching is positively associated with OCB directly, but a direct impact of coaching on creativity and task performance was not supported. The results also showed that intrinsic motivation partially mediates the effect of coaching on OCB and fully mediates the effect of coaching on creativity and task performance. Self-efficacy played a role as a full mediator between coaching and task performance.
Originality/value
This study considered both the cognitive and affective aspects of managerial coaching and examined the influence of managerial coaching on the followers' in-role and extra-role behaviors (i.e. OCB, creativity and task performance) using responses from both the leaders and the followers at multiple organizations. Specifically, the results of this study empirically illustrated that managerial coaching by leaders serves as a mechanism mediated through intrinsic motivation and self-efficacy, linking to employees' OCB, creativity and task performance. This provides a clear explanation of the processes through which managerial coaching impacts employees and offers insights into the specific aspects that organizational leaders should focus on when engaging in managerial coaching.
Details
Keywords
Stephen Kehinde Medase and Ivan Savin
Although employees' creativity is vital for firm innovation and overall performance, little is done to examine the potential association between creativity and employment. This…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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.
Details
Keywords
Chenxing Wang, Bena Ilyas, Guqang Ni and Muhammad Imran Rasheed
The success and long-term survival of service organizations depend on employee behavior such as work engagement and creativity. In this study, The authors intend to investigate…
Abstract
Purpose
The success and long-term survival of service organizations depend on employee behavior such as work engagement and creativity. In this study, The authors intend to investigate employee engagement and creativity in the hospitality industry based on the theory of social exchange. In addition, The authors explore the mediating role of employee ambidexterity between ethical leadership and employee work engagement and between ethical leadership and employee creativity.
Design/methodology/approach
Through an online survey questionnaire, data were collected from 246 workers in the hospitality industry in Pakistan. Smart-PLS version 3 was used to analyze the data.
Findings
The results of the structural equation modeling reveal that ethical leadership has a positive association with work engagement and employee creativity in the hospitality industry. Results further reveal that employee ambidexterity significantly mediates the relationships between ethical leadership and work engagement and between ethical leadership and employee creativity.
Originality/value
This study not only makes an important contribution to the literature on the role of employee ambidexterity in the hospitality industry but will also help service businesses in managing their employees more effectively.
Details
Keywords
Sabeen Hussain Bhatti, Beata Gavurova, Adeel Ahmed, Maria Rosaria Marcone and Gabriele Santoro
Remote working has brought forward many challenges for employees as the phenomenon is still new for most employees across the globe. Some of these challenges may be addressed by…
Abstract
Purpose
Remote working has brought forward many challenges for employees as the phenomenon is still new for most employees across the globe. Some of these challenges may be addressed by the recent adoption of digital technologies by organizations. In this vein, our study explores the impact of digital platform capability on the creativity of employees through the mediating mechanism of explicit and tacit knowledge sharing.
Design/methodology/approach
The data were gathered from higher education institutes (HEIs) in a developing country, Pakistan which recently saw a major disruption during the Covid-19 pandemic. The proposed hypotheses were tested through Structural Equational Modeling (SEM) and the results confirmed our hypotheses.
Findings
The findings confirmed that the digital platform capabilities impact both tacit and explicit knowledge sharing among these remote employees. Likewise, the results also supported the mediating role of both explicit and tacit knowledge sharing on the creativity of these remote workers.
Originality/value
Our results are significant as they confirm the impact of digitalization on remote workers’ creativity predisposition. We thus advance the academic debate on the problems of knowledge sharing in remote working. We prove that digital capabilities outweigh the challenges created due to new forms of work driven by the pandemic. It further highlights the important areas to focus on while planning human resource policies in the new normal.
Details
Keywords
Gayathri Janapati and V. Vijayalakshmi
Proposing a strengths-based perspective for innovative work behaviour (IWB), the purpose of this paper is to explore character strengths (CS) as antecedents to IWB. Extending the…
Abstract
Purpose
Proposing a strengths-based perspective for innovative work behaviour (IWB), the purpose of this paper is to explore character strengths (CS) as antecedents to IWB. Extending the literature and operating in the framework of positive organisational behaviour, this paper considers creative self-efficacy a crucial link between CS and IWB. The role of growth mindset and learning organisation in facilitating IWB, presented as a conceptual model, contributes to the theory in this field, aiding in developing an overarching theory to understand IWB.
Design/methodology/approach
A narrative literature review was performed on the CS, IWB and positive organisational behaviour literature to adapt theories and develop propositions for the conceptual model.
Findings
This paper develops a conceptual framework proposing direct relationships between CS and IWB. This study posits creative self-efficacy (CSE) as the mediator between this relationship and growth mindset, learning organisation as the moderators for the link between CS and CSE and CSE and IWB.
Research limitations/implications
The paper presents a conceptual framework focusing on the positive personality traits of employees, precisely their CS. This study explores how leveraging these strengths can enhance their capacity for IWB. The suggested model also prompts additional research in understanding IWB.
Originality/value
To the best of the authors’ knowledge, the conceptual framework proposed is the first to explore the diverse individual differences factors and the role of contextual facilitation in enhancing employees’ IWB. This study contributes to the growing field of positive organisational behaviour and assists HR managers in tapping into employees’ internal resources. This paper’s theoretical and practical discourse can inspire future research and encourage a strengths-based view of workplace processes.
Details