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21 – 30 of over 37000Zhigang Song, Qinxuan Gu and Boyi Wang
The purpose of this paper is to develop a measurement of creativity-oriented HRM systems that improve organizational creativity. This paper also aims to explore the mechanisms…
Abstract
Purpose
The purpose of this paper is to develop a measurement of creativity-oriented HRM systems that improve organizational creativity. This paper also aims to explore the mechanisms between them by investigating the mediating role of innovative culture and the moderating role of customer orientation.
Design/methodology/approach
The study uses a sample of 82 knowledge-intensive companies with 780 respondents consisting of 145 HR professionals, 512 core knowledge workers and 123 top managers in China. Exploratory factor analysis, confirmatory factor analysis and regression analysis are used to validate the measure of creativity-oriented HRM systems and test hypotheses.
Findings
This study finds that creativity-oriented HRM systems are composed of three dimensions, which are creative skill-enhancing practices, intrinsic motivation-enhancing practices and empowerment-enhancing practices. These practices significantly improve organizational creativity through innovative culture. Furthermore, customer orientation moderates the effect of innovative culture on organizational creativity in such a way that the positive relationship is stronger when customer orientation is high.
Originality/value
This study contributes to the strategic human resource management literature by developing and validating a measure of creativity-oriented HRM systems. Moreover, it also explores the mechanism between creativity-oriented HRM systems and organizational creativity based on a complementary perspective of innovativeness, which underlines the important mediating effect of innovative culture. More importantly, the authors propose the significance of absorbing knowledge and information from customers and put forward the moderating role that customer orientation plays, especially in an emerging country context such as China.
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Salih Zeki Imamoglu, Serhat Erat and Hulya Turkcan
This study aims to broaden the current literature by examining the relationships between organizational identity, knowledge sharing and creativity with moderating role of…
Abstract
Purpose
This study aims to broaden the current literature by examining the relationships between organizational identity, knowledge sharing and creativity with moderating role of perceived organizational support.
Design/methodology/approach
Data were collected from 291 teachers working in vocational high schools by using a survey method. After data collection, construct validity and reliability were assessed and direct relationships were examined by using structural equation modeling (SEM). In addition, a hierarchical moderated regression analysis was conducted.
Findings
It was found that (1) organizational identity is positively related to knowledge sharing, (2) organizational identity is positively associated with creativity, (3) knowledge sharing does not mediate the relationship between organizational identity and creativity and (4) perceived organizational support positively moderates the relationship between organizational identity and knowledge sharing whereas it does not moderate the relationship between organizational identity and creativity.
Originality/value
Drawing on social identity theory (SIT) by integrating social exchange theory (SET), this research broadens the current literature by empirically showing the untapped effects of organizational identity on knowledge sharing and creativity and the role of perceived organizational support as a moderator on these relationships. This study confirms the effect of organizational identity on creativity and knowledge sharing. In addition, this research is the first that investigates the moderating role of perceived organizational support on the effect of organizational identity on knowledge sharing and creativity. Therefore, this study provides a deep understanding of these relationships and contributes to the literature.
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Gro Ellen Mathisen, Ståle Einarsen and Reidar Mykletun
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…
Abstract
Purpose
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.
Design/methodology/approach
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).
Findings
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.
Practical implications
The results may provide useful guidelines for organizations that put emphasis on creativity, both for leader recruitment and leader development.
Originality/value
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.
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Guiyao Tang, Bingjie Yu, Fang Lee Cooke and Yang Chen
The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to…
Abstract
Purpose
The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to examine contingent factors in the relationship between perceived organisational support and employee creativity.
Design/methodology/approach
The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions.
Findings
The study shows that HPWS enhances perceived organisational support, which in turn promotes employee creativity. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee creativity.
Research limitations/implications
The unique environment of China may limit the generalisability of the findings. Future studies can extend these findings by conducting studies in other societal contexts.
Practical implications
When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours.
Originality/value
This is the first study that explores the mediating role of perceived organisational support in the HPWS-employee creativity linkage. In addition, the study provides what is believed to be the first test of the moderating role of devolved management.
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Shuliang Zhao, Yanhong Jiang, Xiaobao Peng and Jin Hong
Because the mechanism of how knowledge sharing affects organizational innovation is still unclear, the study focuses on the relationship between knowledge sharing and…
Abstract
Purpose
Because the mechanism of how knowledge sharing affects organizational innovation is still unclear, the study focuses on the relationship between knowledge sharing and organizational innovation performance, with a focus on mediating role of absorptive capacity and individual creativity.
Design/methodology/approach
On the basis of the knowledge base view and organizational learning theory, the study propose a model to verify the impact of inbound and outbound knowledge sharing on organizational innovation performance based on previous research. It also analyzed how these effects were mediated by individual creativity and absorptive capacity. The study collected 166 samples to verify the theoretical model.
Findings
Results corroborate that inbound knowledge sharing cannot directly promote organizational innovation performance, and absorptive capacity has a full mediation effect between inbound knowledge sharing and organizational innovation performance. Knowledge outbound sharing, individual creativity and absorptive capacity can improve innovation performance. In addition, absorptive capacity and individual creativity have direct and significant impacts on organizational innovation performance. Moreover, absorptive capacity plays a partial mediate role between individual creativity and innovation performance. Finally, this study discusses the policy implications of the study and describes possible future research directions.
Originality/value
The paper creatively divides knowledge sharing into inbound knowledge sharing and outbound knowledge sharing and verifies that knowledge sharing does not directly affect organizational innovation performance. The mediating role of absorptive capacity and individual creativity was analysis.
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Christian V. Baccarella, Lukas Maier, Martin Meinel, Timm F. Wagner and Kai-Ingo Voigt
Recent technological and social changes have challenged manufacturing firms to remain competitive in increasingly dynamic markets. A way of facing these challenges is to foster…
Abstract
Purpose
Recent technological and social changes have challenged manufacturing firms to remain competitive in increasingly dynamic markets. A way of facing these challenges is to foster organizational structures that encourage creativity. Although the general importance of organizational creativity for market success is undeniable, few studies on manufacturing firms have provided a nuanced view of how this relationship is affected by firm-external factors (e.g. different levels of market dynamism) and whether and how this leads to greater market success.
Design/methodology/approach
This research uses survey data from 255 chief executive officers (CEOs) and top managers of manufacturing firms in Germany. The authors performed different regression analyses to test for direct, mediation, moderation and moderated mediation effects.
Findings
The findings show that, in highly dynamic markets, organizational support for creativity indeed helps manufacturing firms to remain competitive by positively influencing firms' innovation performance, which subsequently results in improved market performance. By contrast, in markets with low dynamism, organizational support for creativity has no impact on firms' innovation and market performance.
Research limitations/implications
From a theoretical perspective, this study introduces market dynamism as a novel, so-far underexplored firm-external factor that moderates the relationship between organizational support for creativity and innovation and market performance. This research thus enhances the understanding of the dynamics of organizational creativity and its effects on innovation and market performance in an organizational context of manufacturing firms.
Practical implications
In general, this research emphasizes the importance of establishing a creativity-supporting environment to enhance innovation and market performance. Most importantly, this relationship depends on whether firms are active in highly dynamic or stable markets. Managers should thus consider the level of (future) market dynamism when making decisions about creativity-supporting work environments.
Originality/value
This research provides novel insights into how organizational support for creativity influences innovation and market performance in the manufacturing industry and introduces market dynamism as an important moderating factor.
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Ferit Ölçer and Ömer Faruk Coşkun
The purpose of this study is to determine the relationships between organizational justice, organizational silence and organizational creativity and to examine the mediating role…
Abstract
Purpose
The purpose of this study is to determine the relationships between organizational justice, organizational silence and organizational creativity and to examine the mediating role of organizational silence in the effect of organizational justice on organizational creativity.
Design/methodology/approach
Research data were collected using a face-to-face survey method applied to employees in the automotive industry in Turkey. The research model and hypotheses were tested by structural equation modeling.
Findings
Research results indicate that organizational justice positively affects organizational silence, organizational creativity is positively affected by organizational justice and organizational silence positively affects organizational creativity. Besides, according to the results, organizational silence has a partial mediating role in the effect of organizational justice on organizational creativity.
Originality/value
Although the relationships between organizational justice, organizational silence and organizational creativity were examined in previous studies in the literature, the role of organizational silence in the relationship between organizational justice and organizational creativity was not investigated. Besides, although previous studies examined the mediating role of variables that are thought to have a positive effect on the organization between organizational justice and organizational creativity, they did not study the role of a variable of organizational silence, which is considered negative. For these reasons, this study is predicted to differentiate the perspective in the literature and fills a gap in the literature.
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Samuel T. Opoku, Bettye A. Apenteng and Kwabena G. Boakye
This paper aims to explore the mediating effect of organizational support for innovation and moderating impact of supervisory support on how rewards shape employee creativity…
Abstract
Purpose
This paper aims to explore the mediating effect of organizational support for innovation and moderating impact of supervisory support on how rewards shape employee creativity among rural healthcare employees, a group with few resources and considerable expectations.
Design/methodology/approach
Using a regression-based moderated path analysis, the authors tested the hypotheses with healthcare employee survey data from a large Southern rural hospital in the USA.
Findings
The empirical results suggest organizational support for innovation mediates the influence of rewards on employee creativity. In addition, the indirect effect of rewards on employee creativity via organizational support for innovation is moderated by supervisory support, such that the indirect effect is more pronounced at high levels of supervisory support than at low levels of supervisory support.
Originality/value
This study contributes to the organizational support and creativity literature by exploring the indirect relations of rewards on employee creativity through organizational support for innovation, and the moderating role of supervisory support in such relations.
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Based on a typology of contextualized multiple thinking, this paper aims to elaborate how the levels of thinking (data, information, knowledge, and intelligence), and the types of…
Abstract
Purpose
Based on a typology of contextualized multiple thinking, this paper aims to elaborate how the levels of thinking (data, information, knowledge, and intelligence), and the types of thinking as a whole, can be used to profile the characteristics of multiple thinking in organizational learning, re‐conceptualize the nature of creativity in organizational action and thinking, and provide a new systematic framework to broaden the possibilities and approaches to developing multiple thinking and creativity in organizational action and learning in education and other sectors.
Design/methodology/approach
The paper presents a theoretical framework of multiple thinking and creativity in organizational learning.
Findings
Based on the typology of contextualized multiple thinking, a new theoretical framework can be proposed to facilitate understanding and development of multiple thinking and creativity in organizational learning and to enhance the effectiveness of action of individuals and organizations in education and other sectors in a complicated context.
Originality/value
The theoretical framework provides a new direction and new strategies for conceptualizing research, development and practice, designed to promote thinking, creativity and effectiveness in organizational action and learning in education and other sectors in a new era of globalization and great transformation.
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Carol Yeh‐Yun Lin and Feng‐Chuan Liu
The concept that creativity climate facilitates innovation outcome is well‐received, yet it has not been widely tested in non‐Western countries. To fill the gap between concept…
Abstract
Purpose
The concept that creativity climate facilitates innovation outcome is well‐received, yet it has not been widely tested in non‐Western countries. To fill the gap between concept and practical value, this study adopted the eight‐dimensional model of organizational creativity climate proposed by Amabile and associates with the aim of investigating the cross‐level relationship between creativity climate and employee‐perceived innovation in an Asian work place, i.e. Taiwan.
Design/methodology/approach
Using survey data of 398 employees from different companies of Taiwan, the effect of organizational creativity climate on innovation was explored. Furthermore, the mediating effect of employees' work motivation was also examined.
Findings
By employing hierarchical linear modeling (HLM), statistical analysis indicates that 27 percent variance of perceived innovation could potentially be explained by creativity climate. Five out of the eight dimensions, namely, organizational encouragement, supervisory encouragement, work group support, sufficient resource and challenging work, relate significantly to perceived innovation with the mediation of work motivation.
Research limitations/implications
As most companies are reluctant to reveal their objective innovation data, the authors had to rely on self‐reported data that are inevitably subjective in nature. Moreover, the fact that only 13 organizations were sampled may weaken the generalizability of the findings to more diverse business contexts.
Originality/value
The findings of this study contribute to advancing organizational climate research and innovation management in a non‐Western country. In addition, by surveying this topic in an innovation‐active context, i.e. Taiwan, this study uncovers rich information on organizational creativity issues for interested parties and for future research.
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