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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.

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.

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.

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.

The purpose of this paper is to examine the effect of transformational leadership on employees’ creativity in the Jordanian banking sector through the mediating effect of perceived organizational support.

The study is based on survey data collected from 369 employees working in Jordanian banks. Validity and reliability analyses were performed, and direct and indirect effects were tested using structural equation modeling.

The results indicate that transformational leadership positively affects some dimensions of employees’ creativity and perceived organizational support. However, perceived organizational support is found to not be significantly related to some dimensions of employees’ creativity. Additionally, the mediating effect of perceived organizational support on the relationship between transformational leadership and some dimensions of employees’ creativity is found to not be significant.

This paper is one of the first to examine the relationship between transformational leadership and employees’ creativity through perceived organizational support, especially in an Arab country and in the banking sector.

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.

The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

The authors explain the conditions under which positive personality traits and work environment factors either interact synergistically or yield diminishing-gains when creative individuals are in a supportive working environment.

Data were obtained using a time-lagged design. The final sample includes 350 researchers from 64 scientific research teams.

The results indicate that the need for cognition is positively associated with individual creativity. Furthermore, this study suggests that perceived organizational support for creativity can complement an individual's need for cognition when it comes to individual creativity. This indicates a synergistic pattern. On the other hand, psychological safety can substitute for an individual's need for cognition when influencing individual creativity. Thus, a diminishing-gains pattern also exists.

The results suggest that when individuals are stuck in environments of low psychological safety, yet perceive higher levels of organizational support for creativity, their levels of creativity can be boosted.

This study is among one of the first to explore a supportive context's complementary or substitution effect on positive personality traits by demonstrating the complementary effect of perceived organizational support for creativity and the substitution effect of psychological safety. This study validates the positive effect of the need for cognition on creativity. This study also enriches the psychological safety literature by showing that psychological safety is not always necessary for individuals with a high need for cognition.

This paper sets out to develop and test a hypothesized model of the role of adult leadership development and youth leadership development as possible moderators of the relationships between creative self‐efficacy, perceived support for creativity, and individual creativity.

The study employs the multi‐group nested goodness‐of‐fit strategy in LISREL 8.53 to test the interaction effects of two qualitative moderator variables.

Results suggest that adult leadership development may moderate the relationship between perceived organizational support for creativity and individual creativity, while youth leadership development may moderate the relationship between creative self‐efficacy and individual creativity.

Limitations include concerns regarding generalizability, possible social desirability and response set biases, self‐report data, and causality. The primary implication is that leadership development, targeted at adults as well as children, may represent one important key for unlocking idle creative potential and enhancing overall organizational effectiveness.

Organizations may wish to consider youth leadership development experiences as potential behaviorally based predictors of future job success for jobs that require creativity. Organizational decision makers should also carefully consider making leadership development opportunities available to organizational members at all levels.

The study is among the first to examine both adult and youth leadership development as potential facilitators of creativity in organizations and has value for practitioners as well as for future creativity and leadership development researchers.

The purpose of this study is to examine the influences of creativity, psychological ownership (PO) and perceived organizational support (POS) on knowledge creation, using the integrative systems model of creativity.

A survey was used to collect data from 188 workers in Korean public service organizations. Analyses, including bootstrapping and hierarchical regression analysis, were performed to determine the mediating effect of PO and also the moderating and the moderated mediating effects of POS.

The results showed that PO mediates partially between creativity and knowledge creation and that POS moderates the relationship between PO and knowledge creation. Notably, the moderated mediating effect of POS was only significant when employees had a high level of POS.

The findings suggest that creativity dissemination requires employees’ social consciousness, collaborative interactions and organizational support. The results imply that human resource development (HRD) practitioners need to cultivate the creativity capacity in the organization.

This study discusses the effects of PO and POS on creative performance, which HRD professionals and organizational leaders draw attention to for organizational development. Implications for organizational composition and interventions to enhance creative performance are provided.

Based on the interactionist perspective proposed by Woodman et al. (1993), this paper conceives organizational creativity as a complex concept whose investigation requires the understanding of the process, the product, the person, and the situation. Accordingly, the purpose of this paper is to enrich the understanding of how organizational creativity can be fostered by offering a framework which combines (inter-)individual-level learning (collecting knowledge from others), information sharing (through information and communication technology (ICT) infrastructures), and contextual factors (perceived top management support).

The empirical analysis draws on a sample of 362 employees from five subsidiaries of multinational corporations. The analysis is based on multivariate regression models considering organizational creativity as dependent variable.

The paper shows that individuals’ orientation toward learning from others significantly enhances organizational creativity. However, heavy ICT use negatively moderates the relationship between knowledge collecting and organizational creativity, while top management support does not show a significant moderating effect on the association between knowledge collecting and organizational creativity.

Although based on a geographically bounded perimeter, the analysis allows some generalizations.

Based on these results, the paper contributes to the literature on organizational creativity by confirming the importance of providing a holistic view of the phenomenon, consistent with its inherent complexity. In so doing, it suggests organizations and their managers should simultaneously pay attention to individual and contextual factors when planning how to foster their firms’ creativity, as both of them are found to play a critical role in firms’ success and competitiveness.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.