Creativity in the South Korean Workplace: Procedural Justice, Abusive Supervision, and Competence.

Woo-Sung Choi,Suk Bong Choi,Seung-Wan Kang

doi:10.3390/ijerph19010500

Abstract

Innovation is now a feature of daily life. In a rapidly changing market environment and amid fierce competition, organizations pursue survival and growth through innovation, and the key driver of innovation is the creativity of employees. Because the value of creativity has been emphasized, many organizations are looking for effective ways to encourage employees to be creative at work. From a resource perspective, creativity at work can be viewed as a high-intensity job demand, and organizations should encourage it by providing and managing employee resources. This study is an attempt to empirically investigate how competence and abusive supervision affect the relationship between procedural justice and creativity from the conservation of resources perspective. Findings from two-wave time-lagged survey data from 377 South Korean employees indicate that procedural justice increases creativity through the mediation of competence. Furthermore, abusive supervision has a negative moderating effect on the relationship between procedural justice and competence. The findings show that competence moderates the relationship between procedural justice and creativity and that the lower the level of abusive supervision, the greater the effect of procedural justice on competence and creativity.

Highlights

In the face of fierce global competition and rapid environmental change, organizational competitiveness depends on the creativity of employees [1]
Many scholars find that innovative behavior has a significant impact on organizational performance and that creativity is the key driver of innovative behavior [2,3,4,5,6]
We reviewed the literature and applied a conservation of resources perspective to investigate the effects of procedural justice and competence, which are considered essential job resources, and abusive supervision, which is presumed to exhaust job resources, on employee creativity

Summary

Introduction

In the face of fierce global competition and rapid environmental change, organizational competitiveness depends on the creativity of employees [1]. Many scholars find that innovative behavior has a significant impact on organizational performance and that creativity is the key driver of innovative behavior [2,3,4,5,6]. Creativity is a source of competitive advantage and a basic premise for organizational survival [7,8]. The creativity of members and the organization is essential in acquiring and using these abilities anew. With all business activities supported by AI, autonomy, decentralization, and networking have emerged as important keywords. Especially for innovation teams, are increasingly organized as autonomous multidisciplinary units requiring creativity, the classical style of order and command will become less and less relevant

Objectives

Findings

Discussion

Conclusion