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Article
Publication date: 23 April 2020

Ying Zhang, Jingjing Li, Yahui Song and Zhenxing Gong

Previous studies have focused on exploring the factors that influence employees' two distinct types of creativity, that is, radical and incremental creativity, while very…

Abstract

Purpose

Previous studies have focused on exploring the factors that influence employees' two distinct types of creativity, that is, radical and incremental creativity, while very little attention has been paid to the outcomes of creativity and how the two types of creativity interact within individuals.

Design/methodology/approach

The present study addresses this issue by adopting both variable-centered (correlation) and person-centered (latent profile analysis) approaches for three samples of supervisor–employee dyads data from China (n = 159, 213 and 273).

Findings

Using variable-centered analysis in sample 1, general creativity was positively associated with the four work performance dimensions, while there was no significant correlation between creativity and well-being. Using person-centered analysis, five very similar creativity profiles were found across samples 2 and 3 based on employees' radical and incremental creativity. These five classes differed in work performance dimensions and well-being, with classes characterized by a high level of incremental creativity profiles reporting a higher level of well-being and classes characterized by a high level of both incremental and radical creativity profiles reporting a higher level of the four work performance dimensions.

Practical implications

Managers are suggested to focus on factors that could promote employees' incremental creativity if they want to have happier and highly performing employees, and they could also focus on factors that could aid employees who may experience costs when engaging in radical creative activities.

Originality/value

The results of the present study contribute to uncover the potential outcomes related to employees' creativity by identifying distinct profiles of creativity types.

Details

European Journal of Innovation Management, vol. 24 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 27 January 2022

Cagri Bulut, Tugberk Kaya, Ahmed Muneeb Mehta and Rizwan Qaiser Danish

This study examines the effects of incremental and radical creativity on both product and process innovation by considering the moderating roles of knowledge sharing in…

Abstract

Purpose

This study examines the effects of incremental and radical creativity on both product and process innovation by considering the moderating roles of knowledge sharing in intensity and quality.

Design/methodology/approach

Primary research is conducted over 250 employees from service and manufacturing firms operating in Pakistan. Principal component analyses are conducted for the data reduction process, and multiple regression analyses are performed to test the research hypotheses.

Findings

Knowledge sharing intensity and the quality of knowledge sharing moderate the effects of radical creativity on product and process innovation that predicts firm performance. Besides, the research presents the differences in the impacts of incremental and radical creativity with the moderations of organisational knowledge on product and process innovations between the service and manufacturing firms and implications for practitioners and researchers.

Research limitations/implications

This work represents a sample from manufacturing and service firms operating in Pakistan. Still, caution is the generalising specific results to other organisations in either service or manufacturing domains or manufacturing.

Practical implications

While boosting creativity in organisations, knowledge sharing practices differ for sector domains. For service firms, knowledge intensity is essential, while knowledge quality is meaningful for manufacturing firms.

Originality/value

This study contributes to the literature at the crossroads of organisational creativity and innovation twofold; the first is to investigate the combined effects of incremental and radical creativity on product and process innovation separately. The second is to examine the moderator roles of knowledge sharing practices of knowledge quality and intensity while predicting product and process innovation with incremental and radical creativity.

Details

Journal of Manufacturing Technology Management, vol. 33 no. 4
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 8 April 2021

Zhiqiang Liu, Xiaoqing Pan and Tingting Zhu

This study aims to examine why and when employees engage in creative deviance to develop creativity in China. Drawing on strain theory, the authors examined creative…

Abstract

Purpose

This study aims to examine why and when employees engage in creative deviance to develop creativity in China. Drawing on strain theory, the authors examined creative deviance engagement as a mediator and transformational leadership as a moderator of the distinct relationships between emotional and rational status-striving orientations and radical and incremental creativity.

Design/methodology/approach

Multisource survey data were collected from 126 team leaders and 446 employees in Chinese firms. Multilevel path analysis was used to test the hypotheses.

Findings

The results show that emotional status-striving orientation relates to creative deviance engagement, which, in turn, has a stronger relationship with radical creativity than with incremental creativity. Furthermore, creative deviance engagement mediates the indirect relationships between emotional status-striving orientation and radical and incremental creativity. Moreover, transformational leadership moderates the above indirect relationships.

Originality/value

This study is among the first attempts to empirically test the distinct relationships between creative deviance engagement and radical and incremental creativity and further examine how creative deviance engagement mediates the indirect relationships between status-striving orientations and radical and incremental creativity. In addition, the boundary condition of the indirect relationships is investigated. The findings provide valuable insights for the extant literature on status and employee creativity.

Article
Publication date: 14 March 2022

Zhiqiang Liu, Xi Ouyang and Xiaoqing Pan

This study aims to explore how employees respond to tensions in groups and whether experiencing tensions could spur on their creativity (including radical and incremental

Abstract

Purpose

This study aims to explore how employees respond to tensions in groups and whether experiencing tensions could spur on their creativity (including radical and incremental creativity). Through integrating the literature on tension and regulatory focus theory, this study develops a model depicting the process from experiencing tensions to creativity via regulatory foci. This study further investigates the moderating effect of employees’ hierarchical level on these processes.

Design/methodology/approach

A two-wave survey was conducted with a sample of 375 employees in China. MPLUS was used to examine the moderated mediation model.

Findings

The results show that experiencing tensions can simultaneously activate employees’ prevention focus and promotion focus, both of which in turn influence radical and incremental creativity. Specifically, prevention focus mediates the negative relationship between experiencing tensions and the two aforementioned types of creativity, and promotion focus mediates the positive relationship between experiencing tensions and radical creativity. Employees’ hierarchical level significantly buffers the link between experiencing tensions and prevention focus.

Practical implications

Organizations should optimize their work design to simplify the role demand of employees in the early stages of their careers. Top-tier employees should be encouraged and empowered to think and act with a paradoxical approach, which can drive them to generate more creative outcomes. Besides, when aiming to discover radical ideas, managers should emphatically cultivate employees’ promotion focus.

Originality/value

This study contributes to the literature on tension through revealing and testing the dual paths resulted by employees’ experiencing tensions. It also advances current research by contrasting the effects of experiencing tensions on different types of creativity.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

Book part
Publication date: 9 November 2009

Monique Ziebro and Gregory Northcraft

In today's knowledge-based economy, the ability to produce highly novel and practical ideas is critical to an organization's survival. This paper draws upon social…

Abstract

In today's knowledge-based economy, the ability to produce highly novel and practical ideas is critical to an organization's survival. This paper draws upon social perspectives of creativity (Perry-Smith & Shalley, 2003) and the vital role of recombinant information in creative development (Barron & Harrington, 1981; Hargadon, 2003) to explore information exchange probabilities; exchanges among group members who are deep-level similar fosters incremental creative potential while information exchanges among group members who are deep-level dissimilar fosters radical creative potential. The dynamics of attraction suggest group members are most likely to interact with people who are least likely to facilitate radical creativity. Using a computer simulation we examine how proximity may be used to facilitate information exchanges among deep-level diverse group members to increase the potential for radical creativity. Results suggest the use of proximity to create strong ties among deep-level dissimilar group members may facilitate radical creativity in groups.

Details

Creativity in Groups
Type: Book
ISBN: 978-1-84950-583-3

Article
Publication date: 30 October 2018

Feng Xu and Xiaohong Wang

The purpose of this study is to research the effect of leader creativity expectations on follower radical creativity. Highlighting the implications of leader creativity

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Abstract

Purpose

The purpose of this study is to research the effect of leader creativity expectations on follower radical creativity. Highlighting the implications of leader creativity expectations, the authors examined employee creative process engagement as a mediator and follower perceived procedural justice as a moderator in the relationship between leader creativity expectations and employee radical creativity.

Design/methodology/approach

A sample of 256 dyads comprising full-time employees and their immediate supervisors were collected from the innovation teams of industry-university alliances through questionnaire in China, the authors hypothesized and found support for a moderated mediation model.

Findings

The findings show that leader creativity expectations are significantly and positively related to employee radical creativity; creative process engagement plays a fully mediating role between leader creativity expectations and employee radical creativity; procedural justice moderates the positive relationship between leader creativity expectations and creative process engagement and enhances the positive indirect effect of leader creativity expectations on follower radical creativity.

Practical implications

The creativity expectations of leaders are prerequisite for leadership to drive followers to be creative, which can pose great effect on extra-role behavior of followers such as radical creativity. Leaders can deliberately set role expectations for subordinates to achieve creative goals. Compared with the traditional management practices emphasizing planning, leaders encourage trial practice, provide enough time to ensure employees fully identify problems and provide resources to facilitate information search and coding, may achieve better results. Organizations should also place greater emphasis on the procedural justice, thereby enhancing the positive impact of other factors on employee radical creativity.

Originality/value

This study examined the relationship between leader creativity expectations and follower radical creativity based on the perspective of creative process engagement. The conclusion expanded the evidence of the impact of leader expectations besides this study strongly demonstrate that procedural justice will affect employees creative process engagement which enriches the literature on radical creativity strategic leadership and work engagement.

Details

Chinese Management Studies, vol. 13 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 7 January 2022

Md. Nurun Nabi, Zhiqiang Liu and Najmul Hasan

The primary objective of this study is to examine the nexus between transformational leadership (TL) and followers' radical creativity (FRC). In contrast, creative process…

Abstract

Purpose

The primary objective of this study is to examine the nexus between transformational leadership (TL) and followers' radical creativity (FRC). In contrast, creative process engagement (CPE) and leader creativity expectation (LCE) was employed as a mediating and a moderator role, respectively.

Design/methodology/approach

A quantitative exploratory survey was applied as a research design, and 293 valid responses were collected from industry-university collaborative team leaders-followers. The authors performed descriptive and partial least square based structural equation modeling (PLS-SEM) analysis using the SPSS 23 and Smart-PLS 3.0 package program to test the hypothesis.

Findings

Empirical results revealed that the TL positively and significantly influences the FRC. Therefore, the mediation of CPE bridges the relationship between TL and FRC, while the moderating role of LCE was insignificant. TL with higher CPE indirectly enhances the FRC.

Research limitations/implications

Unlike the prior conventional componential theory of creativity (CTC), this study extends the scope of CTC addressing CPE and LCE to investigate the nexus between TL and FRC and contributes to the current literature leaders-followers relationship.

Practical implications

Practically, this research contributes to the growing body of the literature demonstrating how organizations might foster radical creativity in their employees and how to inspire followers to participate in radical creativity activities that might enhance organizational performance.

Originality/value

This study has broadened the scope of the CTC by emphasizing the mediating function of CPE in promoting particular aspects of followers' creativity.

Details

International Journal of Emerging Markets, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 14 December 2021

Zhiqiang Liu, Rong Zhou, Lihua Wei, Xi Ouyang and Kong Zhou

Drawing on social information processing theory and trait activation theory, this study aims to examine the mediating effect of leader narcissism on team radical creativity

Abstract

Purpose

Drawing on social information processing theory and trait activation theory, this study aims to examine the mediating effect of leader narcissism on team radical creativity via team information elaboration and explores the moderating role of inter-team competition.

Design/methodology/approach

Time-lagged and multisource survey data were collected from 86 team leaders and 409 employees in a Chinese company. Path analysis was used to test the hypotheses.

Findings

The results indicated that leader narcissism could impede team radical creativity via team information elaboration. Moreover, the negative indirect effects of leader narcissism on team radical creativity were more pronounced when the inter-team competition was low.

Originality/value

This study makes contributions to the literature on leader narcissism and team radical creativity by examining the detrimental indirect effects of leader narcissism on team radical creativity via team information. Furthermore, it broadens current literature by investigating the potential positive intervention of inter-team competition on the negative aspects of leader narcissism.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

Keywords

Abstract

Details

Journal of Manufacturing Technology Management, vol. 33 no. 4
Type: Research Article
ISSN: 1741-038X

Article
Publication date: 27 January 2022

Zizhen Geng, Mengmeng Xiao, Huili Tang, Julie M Hite and Steven J Hite

This study develops a cross-level moderated mediating model based on expectation-value theory to extend the knowledge on how and when organizational culture motivates…

Abstract

Purpose

This study develops a cross-level moderated mediating model based on expectation-value theory to extend the knowledge on how and when organizational culture motivates employee radical creativity.

Design/methodology/approach

Based on longitudinal, multisource data for 584 R&D employees in 73 organizations, the research hypotheses were tested by a multilevel analysis using hierarchical linear model.

Findings

The results showed that error management culture had a positive effect on employees' psychological safety and radical creativity; psychological safety mediated the effect of error management culture on employee radical creativity. Further, moderated path analysis revealed that employees' promotion focus moderated the positive effect of psychological safety on employee radical creativity and thus strengthened the indirect effect of error management culture on employee radical creativity via psychological safety.

Originality/value

Literature on how organizational culture motivates workplace creativity pays little attention to employees' radical creativity. This study fills this gap by empirically examining the role of error management culture as a critical organizational culture that secures employee radical creativity. It also provides a novel mechanism, i.e., an expectancy-value mechanism to explain the link between organizational context and radical creativity by elucidating the underlying psychological process whereby error management culture drives employee radical creativity and identifying the pivotal moderating role of employees' regulatory focus in the function of error management culture.

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