Organizational Creative Climate Research Articles

Analysis of the Mediation Effect of Organizational Creative Climate on the Relationship of Self-Efficacy to Innovative Work Behavior

the potential for failure. Most business actors just starting their businesses experience the stigma of fear of failure, which can hinder innovation. In the context of MSMEs in the Lake Toba tourist area, the relationship between organizational creative climate (OCC), Self-Efficacy, and innovative work behavior can be very relevant. This research aims to analyze the mediating effect of organizational creative climate on the influence of self-efficacy on innovative work behavior. The results of this study confirm that self-efficacy has a significant effect on organizational creative climate. Organizational creative climate has a significant influence on innovative work behavior. The results further confirm that organizational creative climate can mediate the relationship between self-efficacy and innovative work behavior. The practical implications of this research can be the basis for advocacy to the government and related parties to provide further support to MSMEs in the region. This can involve policies that support the formation of an organizational creative climate and increase Self-Efficacy among MSME players.

Intricate Interplay between Knowledge Management and Creative Organizational Climate effecting Smart Organization

In today's hypercompetitive and rapidly evolving business environment, organizations strive to embrace smart practices that foster innovation, agility, and sustainable growth. This research investigates the transformative influence of two critical elements, Knowledge Management (KM) and Creative Organizational Climate (COC), on the development of smart organizations. Knowledge Management encompasses a systematic approach to identifying, capturing, organizing, and sharing both tacit and explicit knowledge within an organization. In the context of a smart organization, KM serves as the backbone of informed decision-making, enabling efficient knowledge flow across functional units and facilitating the creation of a learning-oriented culture. This research explores diverse KM strategies, technologies, and implementation challenges, highlighting their contributions to building knowledge-driven organizations.
 Through an extensive review of existing literature and case studies, this research reveals the complex interplay between Knowledge Management and Creative Organizational Climate in shaping the emergence of a smart organization. By combining these two essential factors, organizations can harness the full potential of their knowledge assets, boost organizational learning, and cultivate an innovative workforce.

Nexus between Knowledge Management and Creative Organizational Climate on Smart Organizations: Case of the Manufacturing Industry

The purpose of this study is to examine the knowledge management and creative organizational climate to assess their impact on smart organization in manufacturing industry. However, a descriptive study was conducted using a mixed method research. Primary purpose data were gathered from 50 food and beverages manufacturing companies based in UAE. The secondary data were based on prior studies, literature, books, journal, and academic publications. This study has examined the empirical view of relationship measurement of each variable. As a result, there are significant relationship among each variable that explains the organizations must adapt and innovate in the quickly shifting business environment of today to remain competitive. Knowledge management plays a crucial role in capturing, organizing, and leveraging knowledge assets within an organization. It facilitates the creation, sharing, and application of knowledge, enabling organizations to make informed decisions and drive innovation. Moreover, fostering a creative organizational climate encourages employees to think critically, explore new ideas, and collaborate effectively. This study also highlights the significance of knowledge management and a creative climate in the development of smart organizations that are agile, adaptive, and capable of embracing emerging technologies and market trends. By effectively managing knowledge and creating an environment that fosters creativity, organizations can enhance their ability to innovate, drive growth, and achieve sustainable success in today's dynamic business environment.

Strategic Renewal at Home and Work: Exploring the Mechanisms and Boundary Conditions

In this weekly diary study, we integrated research on strategic renewal and the Work-Home Resources model (i.e., W-HR model) to explore the associations between strategic renewal at home and strategic renewal at work domains through flow at home and self-efficacy at work. We also investigated the home domain outcomes of self-efficacy at work (satisfaction with work-family balance and family performance). Furthermore, we investigated the moderation effects of family climate for creativity (perceived by both the employee and the spouse) and organizational climate for creativity perceived by the employee. We tested our hypotheses with matched dual-earner couples’ data collected over six weeks in the U.S.A. The results from multilevel analyses revealed that a) strategic renewal at home is positively related to strategic renewal at work via flow at home and self-efficacy at work, b) self-efficacy at work is positively related to satisfaction with work-family balance of the employee, and family performance of the employee, all measured at the week level. Furthermore, our results have shown that a) family climate for creativity moderates the relationship between strategic renewal at home and flow at home, and b) organizational climate for creativity moderates the relationship between self-efficacy at work and strategic renewal at work. Our results contribute to the strategic renewal literature by empirically establishing the untested mechanism of how strategic renewal at home leads to positive work outcomes through flow and self-efficacy at work.

Knowledge Management Capability and Innovativeness of Public Organizations: Examining the Moderating Roles of Social Capital and Creative Organizational Climate

The main objective of this study is to examine the moderating role of social capital on the relationship between knowledge-oriented leadership and knowledge management capability (KMC). Also, to explore the moderating role of creative organizational climate on the relationship between KMC and public organizational innovativeness is aimed. Structural equation modeling (SEM) was applied to analyze the survey data from 784 tax administrative organizations in Thailand to test the proposed hypotheses. The results presented that knowledge-oriented leadership positively influences KMC. Meanwhile, KMC positively affects public organizational innovativeness. For the moderating effect, the findings indicated that social capital positively moderates the relationship between knowledge-oriented leadership and KMC. Additionally, creative organizational climate positively moderates the relationship between the accumulation of knowledge stocks and organizational innovativeness. Surprisingly, creative organizational climate negatively moderates the relationship between the regulation of knowledge flows and organizational innovativeness. These empirical results provide some recommendations for executives of public organizations in recognizing how to appropriately play a leadership role for effective knowledge management. Simultaneously, they could support important internal factors such as social capital and creative organizational climate to enhance their knowledge management capability and organizational innovativeness.

Moderating Role of Emotional Intelligence on the Effect of Creative Organizational Climate on Employee Voice

Araştırma örgütler için olumlu bir davranış olarak değerlendirilen çalışan sesliliği davranışı üzerinde yaratıcı örgüt iklimi algısının etkisi olup olmadığını belirlemeyi amaçlamaktadır. Ayrıca araştırma böyle bir etki varsa bu etkide çalışanların duygusal zekâlarının destekleyici rolünün bulunup bulunmadığını ortaya çıkarmayı istemektedir. Bu iki amaç doğrultusunda bir mobilya işletmesinde görev yapan çalışanlardan anket yöntemi ile veri toplanmıştır. SPSS ve AMOS programları ile analizler gerçekleştirilmiş ve hipotezler sınanmıştır. Araştırma sonucunda yaratıcı örgüt ikliminin çalışan sesliliği davranışını pozitif yönde ve anlamlı olarak etkilediği ayrıca duygusal zekânın bu ilişki de destekleyici role sahip olduğu sonucuna ulaşılmıştır. Bunun yanında duygusal zekâ boyutlarından yalnızca duyguların pozitif kullanımının destekleyici rolünün anlamlı olduğu tespit edilmiştir.

A multilevel analysis of factors affecting kindergartners\u2019 creative dispositions in relations to child-level variables and teacher-level variables

Kindergarteners’ creative dispositions are not only affected by their individual characteristics, but also by the organizational creative climate of their kindergartens. Using the Hierarchical Linear Models (HLM), this study examined a correlation between a 5-year-old child’s variables (e.g. child’s creativity and their perceptions of creative classroom climate), teacher’s variables (e.g. the types of kindergarten, teacher’s perceptions of organizational creative climate, and teacher’s creative dispositions) and child’s creative dispositions. The study sample included a total number of 20 kindergarten teachers who teach 5-year-old children and a total number of 195 kindergarteners selected from 10 exemplary kindergartens (i.e. kindergartens recognized by the Ministry of Education in Korea for their outstanding curriculum) and 10 average kindergartens of similar size. The findings of the study are as follows. First, the levels of children’s creative thinking and their creative dispositions both were higher in the exemplary kindergartens than those in the average kindergartens. Furthermore, in terms of the levels of teachers’ creative dispositions and their perceptions of the organizational creative climate, teachers working in the exemplary kindergartens scored higher than those in the average kindergartens. Next, despite that no direct correlations existed between kindergarteners’ creative dispositions and teachers’ creative dispositions, kindergarteners’ creative dispositions were affected by the types of the kindergartens (e.g. the outstanding curriculum of the exemplary kindergartens) and teachers’ perceptions of organizational creative climate. In conclusion, this study indicates the significance of building an organizational creative climate of kindergartens not only for the children but for the teachers to foster children’s creative dispositions.

Creativity at work: exploring role identity, organizational climate and creative team mindset

Both individual and organizational factors affect creativity at work. An area to be further studied is the role of the team factor in explaining creativity. In this study, the construct of creative team mindset was developed and investigated, along with individual and organizational factors. A false feedback paradigm was also used to examine the impact of organizational climate on creativity. In line with previous research, results showed that creative role identity and organizational creative climate positively affected creative behavior. Specifically, the more employees perceived their organization climate to be creative and indicated they had a creative role identity, the stronger their creative behavior. Furthermore, creative team mindset was related to creative behavior (divergent thinking). A final model indicated that creative team mindset was related to creative behavior through its relationship with creative role identity. It appears that creativity in groups is also an important factor that can increase understanding of creativity and foster such creativity. Implications for creativity management in organizations were discussed.

Dementia Care Education Targeting Job Strain and Organizational Climate Among Dementia Care Specialists in Swedish Home Care Services.

IntroductionAn increasing number of older persons live at home with various limitations, such as dementia, requiring well-educated and trained home care staff to meet their complex care needs. Dementia care specialists working in home care service have reported high levels of job strain in comparison with home care staff in general.AimThis pilot study aims to evaluate the effects of a dementia care education model targeting self-reported job strain and organizational climate, among dementia care specialists in home care service.MethodsA quasi-experimental, one-group pretest–posttest design was applied, with 12 months’ follow-up. Participants were dementia care specialists who worked in home care service (n=34 baseline; n=30 follow-up). The data were collected using the Strain in Dementia Care Scale and Creative Climate Questionnaires, administered pre- and post-intervention. The intervention applied an educational model based on previous research in dementia care and a person-centered approach.ResultsThe educational model was implemented in the context of home care services. Of 34 participants at baseline, only 21 responded to the questionnaires, due to a drop off of 13 participants and recruitment of 9 new participants (follow-up=30). A significantly reduced perceived job strain among the participants was detected, indicating perceiving less difficulty in “Balancing competing needs” when caring for the older persons. No significant difference was found in the self-reported creative organizational climate between the two occasions.ConclusionThe educational model could be integrated into dementia home care and it seemed to reduce job strain among dementia care specialists. Future studies are needed to evaluate the effects of the intervention using a stronger study design and a larger sample.

Does a creative identity encourage innovative behaviour? Evidence from knowledge-intensive IT service firms

PurposeThe purpose of this paper is to investigate the influence of an employee’s personal creative identity on their innovation behaviour in knowledge-intensive information technology (IT) service provider firms. It further investigates the mediating role of an employee’s creative process engagement (CPE) and the moderating effects of the organizational creative climate on creative identity-innovative behaviour (IB) relationships.Design/methodology/approachThis study follows a quantitative method. Using a multi-item survey instrument, a total of 316 questionnaires were collected from the employees of IT service provider firms in Chittagong, Bangladesh. The collected data were analysed using structural equation modelling, factor analysis and path analysis to test the hypotheses and to assess the moderating and mediating effects of the variables.FindingsThe results revealed the significant influence of an employee’s creative personal identity (CPI) on their IB. The mediation analysis revealed that CPE mediates the association between a CPI and IB. The study also found a significant moderating effect of a creative organizational climate between a CPI and CPE.Research limitations/implicationsBased on the premise of the interactionist approach of creativity and role identity theory, this study contributes to the creativity and innovation literature by providing empirical support for the relationship between a personal creative identity, organizational creative culture, CPE and IB in IT service organizations.Originality/valueThis study adopts a distinct model comprising four different variables to investigate an employee’s IB from a multi-level perspective, i.e., a creative identity and CPE at the individual level and a creative climate and IB at the organizational level. This integrated model using predictors from multiple levels supports the theoretical assumption that IB results from the interaction of individual and organizational level factors.

Measuring and enhancing organisational creative climate, knowledge sharing, and innovative work behavior in startups development

PurposeThe purpose of this paper is to examine the role of the organizational creative climate, knowledge sharing and innovative work behavior in startups development. This study also aims to discover the R square, predictive relevance and effect size of the developed model.Design/methodology/approachA quantitative method was used, and a total of 352 usable questionnaires were collected from employees at startups particularly in services sector in Malaysia. The structural equation was developed to explain the complicated relationship between organizational creative climate, knowledge sharing and innovative work behavior. The results of hypothesis were analyzed using structural equation modeling – partial least square (SEM-PLS) test.FindingsThe results indicate that organizational creative climate significantly influence innovative work behavior (H1), organizational climate positively affects knowledge sharing (H2) and knowledge sharing significantly influence innovative work behavior (H3). In addition, the results also show that the R square values of innovative work behavior is weak (R2 = 0.067), while the predictive relevance value demonstrating the model has sufficient predictive relevance. Further, the results of effect size show medium effect for organizational creative climate and knowledge, while the remaining indicates small effect size.Practical implicationsThis study provides a comprehensible and clear understanding on how organizational creative climate and knowledge sharing play important role in fostering the individual innovative work behavior in Malaysian startups.Originality/valueResearch on the significance of organizational creative climate, knowledge sharing and to innovative work behavior particularly in the startups context has not been sufficiently explored. This study shed new light to the startups eco-system stakeholders in stimulating individual innovative work behavior through the practices of sharing information as well as the creative climate and innovative elements in the entrepreneurial activities.

Organizational climate for innovation and creativity – a study in Swedish retail organizations

ABSTRACT Innovation in retailing is under-investigated in academia and yet a highly relevant concern given the current changes in the retail landscape. Although retailing is often characterized by a dynamic and highly competitive environment, retail organizations are not often considered as ‘innovative,’ at least when compared with manufacturing industries, or when using existing innovation frameworks in academic literature. There are many aspects of innovation discussed in literature and a need to consider different ways of looking into retail’s innovativeness. Among them, the importance of organizational climate on influencing creativity and innovation may help explain how to enable innovation in service organizations, such as retailers. The purpose of this study is to evaluate the climate for innovation and creativity and examine how retail organizations perceive it. We applied a mixed-methods approach using an established organizational climate survey and semi-structured, one-on-one interviews regarding the innovation climate and other aspects of innovation management in the companies. The study shows that despite retail organizations still struggling to incorporate innovation on a strategic level and move beyond incremental developments in their operations, retailers score positively on being innovative regarding certain dimensions of the organizational climate survey. This indicates that retailers (especially conventional ones) could benefit from challenging current practices and moving towards becoming more active and strategic innovators since their organizational climate to a certain extent allows for it. Respondents within the organizations also express a need for better innovation support, whether it is through established structures and processes or an improvement in the current conditions of the organizational climate. How retailers could enable themselves to become more active innovators – based on what we know that retailers look more towards entrepreneurship and continuous development as a driving force rather than formalized innovation practices per se – is a potential avenue for further research.

Developing a Framework Linking Organizational Creativity Climate, Knowledge Acquisition, and R&D Performance

R&D is the key for the knowledge-intensive and high value-added innovations in the firms. To expedite R&D activities, the Malaysian government increased its R&D expenditure to motivate R&D engineers to innovate, to engage actively in the commercialization of patents and the filing of intellectual property. This study aims to identify environmental factors that can intensify the R&D performance and increase the potential for innovations to be commercialized. Extensive literature review indicated that organizational creative climate influences R&D performance. Hence, organizational creative climate has been proposed as a significant predictor of R&D performance. However, inconsistent findings have been reported by various researchers. Therefore, knowledge acquisition capability is added as an intervening variable that can influence the relationship between organizational creative climate and R&D performance. To the researcher’s knowledge, no attempt has been made to integrate the organizational creative climate with knowledge acquisition and R&D performance. It is hoped that this study will result in a better understanding of the factors that can influence R&D performance, particularly among medical devices manufacturers.

Relationship between organizational climate and management effectiveness

The subject of this research is the connection between management effectiveness in economic organizations of Vojvodina and creative organizational climate. According to that, scientific objective of our research is checking one of the most widely used model of measuring management effectiveness – Baldrige's model, on which is based system of management quality incentives in USA. Problem of this research can be expressed with following questions: Whether is possible that the company management in modern market conditions in AP Vojvodina, which has been designed as per traditional Taylor's model that started from the early stage of capitalism development, can be considered as effective? The key finding of this study can be expressed by the following conclusion: in a sample of observed organization the level of organizational creativity is at zero level. Ideas and behaviors inherent to creative organizational climate only born (average rating of level of creativity that all surveyed respondents gave was 0.396, and the median is 0.428). In an effort to concretize this finding, correlation analysis was undertaken between grouped variables of organizational creativity and potential factorial variables of organizational creativity.

Istraživanje elemenata kreativnog poslovanja u funkciji održivog razvoja organizacije

Today's business environment places creative and innovative practice of organizations as the only way of a long-term survival of modern organizations. Recently, one of the attractive topics that became the subject of research for a large number of prominent authors is organizational creativity. The previous theoretical base on this topic points to the existence of two basic elements of establishing greater organizational creativity. The mentioned elements are external and internal: forming a creative organizational climate has an external character, since a great number of participants within the organization and other stakeholders are affected; while creativity of an employee is an internal factor and depends on individual personality, expertise and creative skills. These elements only point to the prerequisites for achieving creative business, but do not guarantee realization of creative results. The aim of the paper is to present different models of considering elements and factors that influence organizational creativity, as well as to specifically present the research framework with the given issues that assess the level of organizational creativity. Keywords: organizational creativity, radical creativity, incremental creativity, creativity inputs, creativity output.

Fostering a Climate for Innovation, Creativity and Self-efficacy through Transformational Leadership in the Egyptian Hospitality Industry

Purpose: The purpose of this study is to examine the linkage between transformational leadership and the organizational climate for innovation, creativity and creative self-efficacy. Design/Methodology/Approach: Direct guest-contact employees and their immediate supervisors from thirtyeight 5-star hotels in Egypt was targeted. A total of (500) employees and (150) supervisors provided the collected data. A series of statistical analyses were adapted to: (1) Identify the elements of transformational leadership style using a multi-factor leadership questionnaire (MLQ-5X); (2) Examine the consequence of transformational leadership style in fostering a climate for innovation, creativity and creative self-efficacy. Findings: The study revealed that transformational leaders foster an organizational climate for innovation and creativity. Practical implications: The results pointed to mechanisms by which organizations may positively shape such employees' creative self-efficacy views. Leaders are likely to foster favorable conditions for the creative self-efficacy such as: verbally persuade employees that could be creative and personally demonstrate and instruct their employees on creativity-relevant skills. This could be achieved by provision of hands-on opportunities to apply these skills. Hospitality leaders need to organize effective training initiatives to develop their subordinates' creative selfefficacy and provide employees with the relevant details of the tasks assigned to them. A larger and more diverse sample is recommended for future research. Originality/value: This study will add to the existing literature and managerial practices in several ways. The main contribution of the present research is investigating the applicability of the transformational leadership within the Egyptian hotels. Also, this research introduces a positive expectation of the transformational leadership on the innovation and creative climate in Egyptian hotels. Third, this research present transformational leadership style as a mechanism to promote innovation and creativity climate among employees.

From Innovative I.S. Strategy to Customer Value

While information systems (IS) have traditionally been used primarily for firm-wide operational efficiency, emerging theoretical perspectives have shifted scholarly focus to IS as a force that can drive value through business innovation. This study examines how IS strategy creates customer value through an innovative business orientation and how IS leadership and the organizational context can influence the relationship between innovative IS and business strategies. Integrating several research streams under the umbrella of the IS strategic management literature, we develop and empirically validate a research model based on confirmatory analysis and structural equation modeling applied to survey data collected from senior IS executives in 165 organizations based in the United States and India. Our results suggest that organizations that have an innovative IS strategy are well positioned to engage in business innovation, which in turn yields greater customer value. Furthermore, we find that strong IS leadership and a creative organizational climate enhance the relationship between an innovative IS strategy and innovative business orientation.

The Effects of Scenario Planning on Participant Perceptions of Creative Organizational Climate

This research reports on the effects of scenario planning on participant perceptions of organizational creative climate. Participants from scenario planning projects in four different organizations were asked to contribute to the study as well as participants from four similar organizations that did not receive scenario planning. The scenario work took place over the course of 3 months and data were collected as pre- and posttests. Comparisons were made that suggest some significant changes over the course of the intervention period for the intervention group, but not for the comparison group. Results and limitations are discussed in detail and recommendations for future research are provided.

Organizational Creative Climate in Determining the Work Innovativeness among the Knowledge Workers

Objective - The main purposes of this study is to examine the effect of organizational creative climate on the Information and Communications Technology (ICT) engineer's work innovativeness. Work innovativeness is conceptualized as uni-dimensional construct, while organizational creative climate is theorized as multidimensional construct that consists of ten dimensions. Methodology/Technique - The Structural Equation Modelling (SEM) using SMART-PLS version 3.0 package was employed to analyze the model. Findings - The findings revealed that only three out of ten dimensions of organizational, creative climate (challenge/motivation, trust/openness, and debates) had significant positive influence on work innovativeness of knowledge workers, whereas another seven dimensions (freedom, idea support, playfulness/humour, idea time, dynamism/liveliness, conflicts and risk taking) were not significant with work innovativeness. Novelty - The results offer several suggestions to ICT companies the best organizational creative climate that able to increase the ICT engineers' innovativeness. This paper also wraps up with discussion, limitations and implications, and also the suggestions for future study. Type of Paper - Empirical Keywords: Organizational creative climate, work innovativeness, Structural Equation Modelling, ICT, engineers.

Be creative but not so much. Decreasing benefits of creativity in clustered firms

Several previous studies have investigated creativity as an enhancer of innovation, their results showing that there is a positive relationship between the organizational creative climate and innovation. However, no research has been conducted on whether there is a saturation point beyond which an increase in creativity makes innovation performance decrease. In this article, we question the traditional positive relationship between creativity and innovation, and suggest that such a relationship is not linear, but has instead an inverted U-shape due to a saturation effect. We have developed a conceptual model to explain innovation performance considering creativity and network centrality, and it has been tested in the ceramic industrial cluster in Spain. Empirical findings support the inverted U-shaped relationship between creativity and innovation. The implications of these results in relation to creativity and innovation theory and practices are discussed.