Managing innovation and creativity in organizations: an empirical study of service industries in Taiwan

Abstract

This study proposes a non-recursive model based on Amabile’s (Res Organ Behav 10:123–167, 1988) componential theory of organizational creativity and innovation to explain how resources, management practices, organizational motivation, expertise, creativity skills, and intrinsic motivation affect innovation and creativity in organizations. Based on the results of a longitudinal survey, with 586 leader–follower dyadic data drawn from firms in the service industries in Taiwan, we found that resources, management practices, and organizational motivation have unique positive direct effects on innovation, while expertise, creativity skills, and intrinsic motivation have unique positive direct effects on creativity. Most important of all, the results of this empirical study provide evidence for the reciprocal relationship between organizational innovation and creativity in the service context. The theoretical and practical implications of these findings are discussed.