The Influence of Big Data-Driven Supply Chains on Employee Creativity via Motivation and Resilience in Generative AI Environments

Purpose The current study, which is based on social learning theory and social cognitive theory, intends to investigate the impact of entrepreneurial leadership on employee creativity at both the individual and team levels. In particular, the authors predict a mediating mechanism at both levels: employees’ entrepreneurial self-efficacy. Further, the authors consider whether the climate of support for innovation is a contextual element affecting the relationship between employees’ perceptions of entrepreneurial leadership and their own entrepreneurial self-efficacy.Design/methodology/approach The research hypotheses were tested using multilevel structural equation modeling on 191 employees nested in 49 entrepreneurial ventures in China.Findings The results indicated that entrepreneurial leadership positively correlates with employee creativity at individual level. Moreover, this study found that individual followers’ entrepreneurial self-efficacy partially mediates the association between individual perceptions of entrepreneurial leadership and employee creativity, whereas team members’ entrepreneurial self-efficacy fully mediates the association between team members’ perceptions of supervisors’ entrepreneurial leadership and employee creativity. Further, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy.Originality/value Considering entrepreneurial self-efficacy to be a type of entrepreneurial context-specific self-efficacy, this study presents one of the first empirical examples of the mediating function of entrepreneurial self-efficacy in the association between entrepreneurial leadership and employee creativity. Additionally, this research demonstrates the role of team-level climate of support for innovation as a boundary condition that strengthens the effect of entrepreneurial leadership on individual entrepreneurial self-efficacy. Further, this study provides a methodological contribution by simultaneously assessing all three variables of the mediation process at the individual and team levels: entrepreneurial leadership, entrepreneurial self-efficacy and employee creativity.

Drawing on social learning theory, the authors hypothesized that leader humility would have an indirect effect on employee creativity through employees’ belief in the malleability of creativity (a growth creative mindset). They further hypothesized that this indirect effect would be particularly pronounced in research-and-development-related work teams. They tested these hypotheses in a survey study of 476 Chinese employees. The results support both hypotheses: employees’ perception of team leaders’ humility was positively related to employees’ growth creative mindset, which in turn was positively associated with employee creativity. In addition, this indirect effect was stronger in research-and-development-related teams than in other teams. This study provides a new explanation of the link between leader humility and employee creativity through a growth creative mindset. The practical implications are discussed.

The ability to think creatively is one of the most valuable competencies in the 21st century. However, data shows that the creativity of human resources in Indonesia is relatively low to compete globally. To improve creative thinking skills, businesses need to play an active role in developing their human resources. This study aims to examine how human resource development based on education and training can be a means of improving the creative thinking skills of human resources in a company. This research was conducted using a qualitative research method with a literature study approach. The data sources used in this research are 3 books 15 journal and 2 article published from 2016 to 2023. Based on the results of this study, it can be implied that companies need to pay greater attention to the development of their human resources through training, especially training that can develop employees' creative thinking skills. This is important to increase the company's productivity and competitiveness in the era of globalization.

Purpose The potential of generative AI (GenAI) to stimulate employee creativity has received extensive attention from industry and academia. However, there is still limited research on strategically using GenAI to leverage its positive effects on employee creativity. This study aims to clarify the effects of different GenAI use purposes on employee creativity. Design/methodology/approach Based on self-determination theory, this study explores the effects of work-related and nonwork-related GenAI use on incremental and radical creativity through the mediator role of exploratory and exploitative learning and the boundary role of perceived ease of use. This study constructs a theoretical model and uses structural equation modeling to test the model by analyzing survey data from 330 employees. Findings (1) Work-related and nonwork-related GenAI use positively impacts incremental and radical creativity through exploratory and exploitative learning; (2) work-related GenAI use contributes more to exploitative learning than to exploratory learning, while nonwork-related GenAI use contributes more to exploratory learning than to exploitative learning; (3) exploitative learning has a stronger positive impact on incremental creativity, and exploratory learning has a stronger positive impact on radical creativity; (4) perceived ease of use weakens the positive effects of nonwork-related GenAI use on exploratory and exploitative learning. Originality/value First, this study enriches employee creativity research by revealing the relationship between different GenAI use purposes and incremental and radical creativity. Second, this study enriches employee creativity research by revealing the mediating role of exploratory and exploitative learning between GenAI use and incremental and radical creativity. Finally, this study enriches GenAI use research by revealing the moderating role of perceived ease of use between GenAI use and employee learning.

PurposeDrawing on the social exchange theory, this study examines the impact of self-sacrificial leadership on employee creativity and explores the mediating role of employees' creative process engagement and shared vision, along with the multilevel moderating role of shared vision.Design/methodology/approachThe data were collected from 78 R&D teams, and hierarchical linear model and bootstrapping analysis outlined by Hayes were used to test the hypotheses.FindingsSelf-sacrificial leadership exerted a significantly positive impact on employee creativity, employees' creative process engagement and shared vision, whereas employees' creative process engagement and shared vision mediated the relationship between self-sacrificial leadership and employee creativity, respectively. Moreover, shared vision significantly moderated the relationship between employees' creative process engagement and employee creativity, such that the higher the shared vision, the stronger the relationship between employees' creative process engagement and employee creativity.Practical implicationsOrganizations and managers should provide leadership development training programs, such as leadership skills and abilities, to exhibit their self-sacrificing behaviors. Besides, while team leaders set an example for employees, in turn, spurring employees' creative process engagement, they should also elucidate the team/organization mission, amplify the publicity and employees' understanding of the mission.Originality/valueThis study advances the self-sacrificial leadership and creativity literature by establishing employees' creative process engagement and shared vision as crucial mediators and shared vision as boundary condition in the relationship between employees' creative process engagement and employee creativity, as well as stressing the theoretical research of leadership and creativity.

Today, innovation and its association with leadership are dubiously one of the key challenges faced by the Pakistani banking sector. However, lack of investigation on this issue has led to examining the effect of servant leadership in fostering employee creativity through the mediating role of knowledge sharing, thriving at work and burnout. Further, the study framework was established from theories, namely the social exchange theory, social learning theory and conservation of resource theory. The purposive sampling technique was used to gather 286 useable responses. Findings obtained by using Smart PLS-SEM 3.0 which indicated a significant positive relationship of servant leadership with knowledge sharing, thriving at work, and employee creativity. The results also enlighten the positive relationship of knowledge sharing and thriving at work on employee creativity, and the significant negative relationship of servant leadership on burnout. Whereas, knowledge sharing and thriving at work mediates the relationship between servant leadership and employee creativity. Captivatingly, burnout remains insignificant between servant leadership and employee creativity. Thus, the study findings will redound to organizational benefits by enriching research on the area of servant leadership, which is in its infancy till now. However, the study will be useful for both organizations and employees to achieve desired outcomes. Keywords: Servant leadership, knowledge sharing, thriving at work, burnout, employee creativity.

Purpose This study aims to examine the unexplored relationship between diversity-oriented leadership and employee creativity. Drawing on the ability–motivation–opportunity (AMO) framework and the social learning theory, this study conceptualizes diversity-oriented leadership as an opportunity-enhancing element, knowledge sharing as the process through which learning occurs and openness to experience as a motivational driver of creativity. Design/methodology/approach Data for this study came from 329 full-time workers in Vietnamese information technology companies. Hypotheses were tested by using structural equation modeling. Findings The findings demonstrated that diversity-oriented leadership enhanced employee creativity both directly and indirectly through knowledge sharing. Additionally, the association between diversity-oriented leadership and employee creativity was moderated by openness experience. Originality/value To the best of the authors’ knowledge, this study is among the first to investigate the impact of diversity-oriented leadership on employee creativity. This study also explores how knowledge sharing connects diversity-oriented leadership with employee creativity. Lastly, this study offers further evidence that openness to experience strengthens the impact of diversity-oriented leadership on employee creativity.

This study explored the relationship between the integrity of the supervisor and the manager (i.e., the supervisor’s immediate superior) and the creativity of employees who are below the supervisor. Drawing on social learning theory, we proposed a moderated mediation model for the trickle-down effects of perceived supervisor integrity. Using a sample of 716 employees and their supervisors, we found positive associations between both managers’ and supervisors’ integrity and employee creativity. Supervisors’ integrity partially mediates the relationship between managers’ integrity and employee creativity. In addition, supervisors’ perceptions of professional ethical standards moderate the indirect effects of the managers’ integrity on employee creativity. Theoretical and managerial implications are discussed.

Although most existing studies have considered entrepreneurial bricolage as a means to overcome resource constraints in new ventures, few have explored the direct effects of entrepreneurial bricolage on employee creativity, particularly in the context of entrepreneurial internet firms. Drawing from multiple theories (i.e., social learning theory and social cognitive theory), this study proposes a cross-level mediation model for the trickle-down effects of entrepreneurial bricolage and business model innovation on employee creativity. By using a 2-wave longitudinal design, survey data were collected from multiple sources, including 49 leaders and 336 employees from entrepreneurial internet firms in China. Multilevel structural equation modeling (MSEM) was applied to analyze the cross-level mediation model. The results show that both entrepreneurial bricolage and business model innovation failed to significantly and positively direct employee creativity. Furthermore, entrepreneurial bricolage exerted a cross-level influence on employee creativity that was sequentially transmitted through between-level business model innovation and within-level creative self-efficacy. The theoretical and managerial implications of these findings are also discussed.

Purpose Although previous studies have established a positive relationship between entrepreneurial leadership (EL) and firm performance, the underlying mechanisms through which EL positively impacts firm performance are unclear and under-researched. Against this backdrop, this research aims to investigate the serial mediating roles of employee creativity and competitive advantage in the relationship between EL and hospitality firm performance. Design/methodology/approach Adopting a survey research design, we collected data from 176 employees working in 15 hospitality firms in Southwest Nigeria using a self-reported questionnaire. We performed ordinary least squares regression analysis to test the research hypotheses using the PROCESS macro 4.0 for SPSS. Findings EL has a significant positive impact on employee creativity, competitive advantage and hospitality firm performance. Moreover, employee creativity and competitive advantage are positively and significantly related and, in turn, have a significant positive impact on hospitality firm performance. Furthermore, employee creativity and competitive advantage independently and sequentially mediate the relationship between EL and hospitality firm performance. Practical implications Our findings underscore the importance of EL in enhancing employee creativity, competitive advantage and hospitality firm performance. Thus, to achieve superior performance, hospitality firms should develop entrepreneurial qualities (e.g. risk-taking, innovativeness and proactiveness) among their managers, foster an environment that encourages employees to generate novel ideas and focus on excellent service quality delivery. Originality/value To the best of the authors' knowledge, this research is the first to provide empirical evidence of the significant serial mediating roles of employee creativity and competitive advantage in the relationship between EL and hospitality firm performance. The study integrates resource-based, dynamic capability and social learning theories to offer valuable insights into how EL contributes positively to hospitality firm performance.

The banking sector faces increasing pressure to balance financial performance with sustainability goals amid ongoing digital transformation, regulatory reform, and societal expectations for ethical responsibility. Entrepreneurial leadership has emerged as a pivotal approach for addressing these challenges; however, the behavioral and contextual mechanisms through which it shapes sustainability remain insufficiently understood. Drawing on Social Learning Theory (SLT), this study investigates how and when entrepreneurial leadership enhances sustainable bank performance through the mediating role of employee creativity and the moderating influence of an innovation-oriented climate. A two-wave multi-source survey was conducted among 459 employees and managers from Turkish banks, and the hypothesized model was tested using structural equation modeling to ensure robust empirical validation. The results indicate that entrepreneurial leadership significantly fosters employee creativity, which serves as a critical behavioral mechanism linking leadership behaviors to sustainability-oriented outcomes. Moreover, an innovation-oriented climate strengthens both the direct effect of entrepreneurial leadership on creativity and its indirect effect on sustainable bank performance, emphasizing the contextual importance of supportive organizational environments. Theoretically, this study extends the leadership and sustainability literature by illustrating how learning and behavioral modeling processes translate leadership vision into sustainable performance. Practically, it offers actionable guidance for bank executives to develop innovation-oriented climates, empower employees’ creative engagement, and design incentive systems that align leadership behavior with sustainability imperatives, thereby enhancing resilience and long-term competitiveness.

The effect of ethical leadership on worker creativity was evaluated utilizing knowledge sharing and creative self-efficacy. The relationships between these variables were analyzed in line with the theory of social learning and social exchange theory. Although there are studies on the mediating role of knowledge sharing behavior in the impact of ethical leadership on employee creativity, no study has analyzed the moderator role of creative self-efficacy in this relationship. With this study, it is aimed to contribute to the literature. Using the moderated mediation model, hypotheses were tested on a sample of 280 employees from various private sector enterprises. Findings revealed that ethical leadership has a positive impact on employee creativity, knowledge sharing behavior mediates this relationship, and creative self-efficacy moderates this relationship. In addition, research has shown that ethical leadership has a positive impact on knowledge sharing, which in turn has a positive impact on employee creativity. The limitations of the study are that there are only 280 employees in the sample, and as a result of collecting the data in a short time, it is possible that the variables are not enough to describe the process of dynamic interaction with each other.

This multilevel research examines intrinsic motivation, domain-relevant skills, and creativity-relevant skills as the links between systems of human resources (HR) practices and employee creativity. Integrating the strategic HR research and the componential theory of creativity, we hypothesize that intrinsic motivation mediates the relationship between the maintenance-oriented HR systems and employee creativity, both intrinsic motivation and domain-relevant skills mediate the relationship between the performance-oriented HR systems and employee creativity, and creativity-relevant skills mediate the relationship between creativity-oriented HR systems and employee creativity. We conducted multilevel analyses using data from 1,086 core knowledge employees and their direct supervisors and senior HR executives in 108 firms. Results largely supported the hypotheses. Departing from previous research which has focused on intrinsic motivation only, this study offers a comprehensive test of the componential theory of creativity. It also provides a cross-level foundation for opening the black box between HR systems and employee creativity and advances prior conceptualizations and tests of psychological mechanisms linking context and creativity.

To better understand the effect of workplace well‐being on employee creativity, we examine the effect of servant leadership on employee creativity. Using the social exchange and conservation of resources theories, we constructed a research model to identify how servant leadership affects employee creativity and to investigate its mechanism and boundary conditions. Using data collected from employees and their supervisors, we adapted the hierarchical regression analysis and bootstrapping approach to test our research model. The results showed that servant leadership positively affected workplace well‐being, which enhances employee creativity. Psychological availability moderated the relationship between workplace well‐being and employee creativity. We also found that the indirect effect of servant leadership on employee creativity via workplace well‐being was significant when the employees had a high level of psychological availability. Moreover, the results indicated that experienced creative time pressure was negatively related to employee creativity and negatively moderated the link between workplace well‐being and employee creativity. The indirect effect of servant leadership on employee creativity was significant when the employees had a low level of experienced creative time pressure. The results of this study provide important theoretical and practical implications for servant leadership and employee creativity.

This study aims to determine the relationship between the antecedents of employee creativity and its effect on job performance in Police personnel in Surakarta Police Station. This research method uses quantitative methods with a total population of police personnel in Surakarta police station totaling 1083 personnel. The sampling technique of this study will refer to the criteria proposed by (Joseph F Hair et al., 2014) which are based on the Maximum Likelihood Estimation (MLE) technique. A good sample number according to MLE ranges from 100-200 samples, therefore the expected sample number is a minimum of 100 respondents and a maximum of 200 respondents (Joseph F Hair et al., 2014). Specifically for this study, the sample used was around 180-200 respondents at the Surakarta City Police Station. Data collection techniques use questionnaires that will be given randomly to the object of research. Data analysis tools using Smart-PLS applications. The results showed that Mindfulness has a significant effect on the creative process of members, Support perception of the organization has a significant effect on the meaning of work, Proactive personality has a significant effect on the meaning of work, Involvement of the creative process has a significant effect on employee creativity, Meaning of Work has a significant effect on employee creativity, Mindfulness has an indirect effect on employee creativity, in the mediation relationship First perception of support The organization has an indirect effect on employee creativity through the meaning of work, Both proactive personalities have an indirect effect on employee creativity through the meaning of work, Employee creativity has a significant effect on job performance