Relationship between Organizational Improvisation and Organizational Creativity under Multiple Regression Analysis

Abstract

With the development of technology, the external competitive environment is increasingly dynamic and complicated. If enterprises want to continue to develop, it is necessary to improve their own innovation capabilities continuously, which is crucial for enterprises to gain competitive advantage and improve performance. In order to answer the organizational improvisation and under what organizational conditions to drive organizational creativity, this paper makes assumptions about the relationship among organizational creativity, improvisation ability, organizational modularity and time pressure based on the existing theoretical review, and this paper establishes a four-part relationship model. Starting from the theory of organizational creation, this paper examines the impact of organizational improvisation on organizational creativity, how learning context (experience learning) and modular context (organizational modularity) affect the relationship between organizational improvisation and organizational creativity. This paper selects 313 enterprise data as the object to conduct questionnaire survey, uses multiple regression analysis method, and adds the intermediary variable improvisation ability and adjustment variable time pressure. This paper empirically tests the effects of two variables in organizational creativity and strategic change through a large sample survey, using multiple regression models for empirical testing. The results of the study indicate that organizational improvisation is positively affecting organizational creativity. Empirical learning positively regulates the relationship between organizational improvisation and organizational creativity, while organizational modularity negatively regulates the relationship between organizational improvisation and organizational creativity.