Creativity In Workplace Research Articles

THE INFLUENCES OF PERSONALITY AND INNOVATIVE CULTURE ON EMPLOYEES’ INNOVATIVE PERFORMANCE IN THE CHINESE MANUFACTURING INDUSTRY: THE MEDIATING EFFECT OF PSYCHOLOGICAL SAFETY

This study investigated employees’ innovative performance in a highly competitive and rapidly changing workplace. Specifically, employees’ innovative performance is correlated to the Big Five personality and innovative culture through the mediation effect of psychological safety in the Chinese manufacturing industry. Time-lagged data were collected from 285 employees and analysed on both SmartPLS and SPSS software. Resultantly, the innovative culture and the Big Five personality of extraversion, agreeableness, neuroticism, conscientiousness, and openness individually impacted employees’ innovative performance. Furthermore, psychological safety significantly mediated the relationships between agreeableness and innovative performance, between neuroticism and innovative performance, and between openness and innovative performance. Organisations should consider employees’ personalities when fostering workplace creativity and adjusting training and development. Recognising employees’ personality types may also assist employees in unique performance, fulfilling career goals, and uncovering growth potential.

Correction to “Good marriage at home, creativity at work: Family–work enrichment effect on workplace creativity”

Correction to “Good marriage at home, creativity at work: Family–work enrichment effect on workplace creativity”

Nietzsche’s three metamorphoses of the spirit and Schopenhauer’s primordial suffering: an organizational culture change model redefining spirituality in the workplace

PurposeThe paper redefines workplace spirituality (WS/WPS) by transcending the existential vacuum (in psychiatric terms a sense of lack of meaning of human existence and thus of work), leading to the development of workplace creativity, productivity and satisfaction, targeting operational profitability and organizational optimization.Design/methodology/approachSpirituality is analyzed philosophically, following the Nietzschean definition in response to Schopenhauer’s primordial suffering. Philosophical syncretism yields a viable organizational culture change model of spiritualizing the workplace. For this purpose, specific techniques are proposed which are combined with those already applied to various large companies and organizations.FindingsSpirituality in the workplace acts as a catalyst for developing beneficial qualities by increasing employee job satisfaction, organizational efficiency and business profitability, when equally responding to stakeholders’ needs.Practical implicationsThe suggested change model holistically fosters organizational, operational, individual and collective effectiveness through work place spirituality redefined.Originality/valueFor the first time spirituality in the workplace is discussed under a brand new perspective, resulting in an interdisciplinary emerging model, contributing to the field by providing guidance to academics and practitioners to its auspicious implementation through organizational culture change.

From organizational justice to task performance: Exploring the impact of goal congruence and individual creativity in a brazilian workplace

From organizational justice to task performance: Exploring the impact of goal congruence and individual creativity in a brazilian workplace

The Impact of Exercise and Health Management on Workplace Creativity

The Impact of Exercise and Health Management on Workplace Creativity

Leveraging Differentiated Human Resource Systems to Foster Workplace Creativity: A Conceptual Framework

In today’s rapidly evolving business landscape, creativity is a crucial factor in driving success. Numerous studies have looked at the connection between human resource systems and creativity, but they frequently consider workers as a homogeneous group, disregarding the unique differences between individuals in an organization. To address this limitation, we provide a conceptual framework that demonstrates how ‘differentiated’ human resource systems can effectively promote creativity across various hierarchical levels of an organization. This work clarifies the multifaceted nature of human resources’ involvement in nurturing creativity and may pave the way for future research in this field.

WITHDRAWN: Sustaining Employees’ Creativity through the Organizational Justice: The Mediating Role of Leadership Styles

Research on organizational justice and leadership styles has been conducted widely in workplace since a few decades. But, integration of creativity, innovation and sustainability in learning workplace is emerging quickly due to the rapid change and digitalization of learning environments. This research aims to investigate the employee creativity (EC) at Dhofar University through organizational justice (OJ) and mediating role of leadership styles (LS). OJ was tested through its four dimensions namely: distributive, procedural, interpersonal and informational justice and LS included transformational, democratic, transactional, lassies faire and strategic styles. Data was collected from 220 of academics and employee at Dhofar University and analyzed by SPSS and Amos 23 version. Results reveal that three dimensions of OJ including distributive, interpersonal and informational have positive significant impact on EC but procedural has negative significant impact on EC. Furthermore, four styles of leadership transformational, democratic, transactional and strategic has also positive and significant effect on EC while lassies faire has negative and insignificant impact on EC. Finally, the mediating role of LS enhances relationship between OJ and EC partially and positively. This research contributes to the literature and practice by using LS as mediators to improve creativity and maintain continuous sustainability.

Organizational Structure and Organizational Culture

The innovative capacity of an organisation is determined by numerous factors which operate in the external and internal environment. Without diminishing the role and importance of external environment factors, the focus of this paper is the analysis of the impact of the organisational structure and culture, which are the elements of the internal environment, on the innovative behaviour of organisations. The paper starts from the assumption that business innovation is under a strong influence of the abovementioned elements, bearing in mind that the influence can be both positive and negative depending on the dimensions of the organisational structure and the values promoted by the organisational culture. The findings in the paper can contribute to the existing literature to interpret the nature of the relationship between the organisational structure and culture and the innovative ability of a company; as well as to find the way how to improve the existing business innovation practice based on the creation of the organisational design that encourages workplace creativity and innovation.

The Impact of Employees Empowerment on Workplace Creativity in Interior Design Companies in Jordan

Objective: Examining how employee empowerment affects workplace creativity within SME employees of interior design firms in Jordan’s capital city of Amman. Method: Primary information gathered from a broad sample of SME workforce via online questionnaire. For analysis, 80% of the entire number of distributed surveys were deemed legitimate. Software for social sciences and humanities (SPSS). Results: Workers in Jordanian SMEs are highly empowered in terms of Job significant, Job competence, and Self-determination. The three factors have a considerable positive association, and employee empowerment has a favorable impact on workplace creativity. There is evidence to support the sub-hypotheses on the importance of the Job significant, Job competence, and Self-determination. Recommended Actions: Provide financial and moral support, recognize and encourage employees who have new ideas, and provide them the tools they need to succeed through training, responsibility delegation, and participation in decision-making. Meaning: The study emphasizes the value of employee empowerment in fostering workplace creativity and innovation in SMEs, which confront particular challenges due to scarce resources, competition, and market changes.

A multilevel investigation of the cascading effect of entrepreneurial leadership on employee creativity: Evidence from Chinese hospitality and tourism firms

This study aims to elucidate the cascading effect of entrepreneurial leadership on fostering employee creativity in hospitality and tourism firms. Drawing upon multiple theories (e.g., the affective events theory and conservation of resources theory) and utilizing a multilevel mediation model, this study predicts and examines the cross-level indirect relationship between entrepreneurial leadership and employee creativity, which is sequentially transmitted through employees’ surface acting and work-related flow. Based on a 2-wave longitudinal design, survey data were obtained from multiple sources consisting of 47 leaders and 352 employees in Chinese hospitality and tourism firms. Multilevel structural equation modeling (MSEM) analysis provides empirical support for the cross-level mediation model. This study is among the first to provide empirical evidence of the cross-level effect of entrepreneurial leadership on workplace creativity via surface acting and work-related flow in the service industry, which enriches the leadership literature in the tourism discipline.

How others light the creative spark: Low power accentuates the benefits of diversity for individual inspiration and creativity

Power has been shown to liberate actors from situational influences that harm creativity because they elicit conformity. However, the workplace creativity literature recognizes that situational factors can also promote creativity. In this paper, we combine these findings and investigate whether this means that low-power actors benefit more from creativity-enhancing situational factors. Specifically, we test how power attenuates the impact of diversity in an actor’s environment on individual inspiration and creativity. Data from two large survey studies and one archival study provide converging evidence for the proposed contingent benefits of diversity for low-power actors’ inspiration and creativity. Together, the results of these studies demonstrate that low power may render individuals more receptive to social influences conducive to creativity, such as diversity, thereby facilitating individuals’ feelings of inspiration and displayed creativity.

Psychosocial safety climate as a predictor of work engagement, creativity, innovation, and work performance: A case study of software engineers.

Creativity is vital for competitive advantage within technological environments facing the fourth industrial revolution. However, existing research on creativity has rarely addressed how a climate beneficial for worker psychological health, a psychosocial safety climate (PSC), could additionally stimulate the growth of workplace creativity, innovation, and performance in digital environments. To examine how individually perceived PSC influences subsequent work engagement promoting higher levels of computer-based radical and incremental creativity, innovation, and work performance, employees in a software engineering firm (N = 29, 86 observations) completed a weekly questionnaire for 4 consecutive weeks. At the between-person level PSC was positively related to average future weekly individual fluctuations of creativity (radical and incremental), work engagement, and job performance. Additionally weekly work engagement was related to future creativity (radical and incremental). Work engagement also mediated the between-person relationship between PSC and future creativity (both radical and incremental). PSC did not predict innovation. This study contributes to the theory on PSC, creativity, and work performance by elucidating the individual perceived PSC-creativity relationship and suggesting PSC systems as meaningful antecedents to digital work performance.

The dark side of leadership: A systematic review of creativity and innovation

AbstractIt is believed that workplace creativity and innovation are fostered by positive leader behaviors and positive workplace relationships and hindered by the opposite. However, some challenge this view and argue that creativity and innovation can also be fostered when employees experience what is increasingly referred to as “the dark side of leadership”. Research in this area is sparse, contradictory, and overly confusing. We provide a comprehensive systematic review of 106 empirical studies on this topic. We review research on a broad range of constructs, including abusive supervision, authoritarian leadership, narcissistic leadership, and close monitoring. As might be expected, a larger number of the articles reviewed found a negative relationship, but there are important discrepancies and details. Our review reports the main effects, summarizes the results of the mediating and moderating variables, and highlights methodological shortcomings of the previous literature. On this basis, several recommendations are made to advance this field of research.

Understanding the Importance of Creativity Towards Psychological Safety in the Library Workplace

Employee Engagement is one of the leading factors toward organizational success. Happier employees are engaged employees. However, employees cannot reach engagement unless there are feelings of psychological safety. One tool that libraries can utilize to increase the engagement of their staff is to invest in opportunities for workplace creativity.

Sustaining employees’ creativity through the organizational justice: The mediating role of leadership styles

Research on organizational justice and leadership styles has been conducted widely in the workplace for a few decades. But, integration of creativity, innovation and sustainability in the learning workplace is emerging quickly due to the rapid change and digitalization of learning environments. This research aims to investigate the employee creativity (EC) at Dhofar University through organizational justice (OJ) and mediating role of leadership styles (LS). OJ was tested through its four dimensions namely: distributive, procedural, interpersonal and informational justice and LS included transformational, democratic, transactional, laissez faire and strategic styles. Data was collected from 220 academics and administrative staff at Dhofar University and analyzed by SPSS and Amos 23 version. Results reveal that three dimensions of OJ including distributive, interpersonal and informational have positive significant impact on EC but procedural has negative significant impact on EC. Furthermore, four styles of leadership transformational, democratic, transactional and strategic has also positive and significant effect on EC while laissez faire has negative and insignificant impact on EC. Finally, the mediating role of LS enhances the relationship between OJ and EC partially and positively. This research contributes to the literature and practice by using LS as mediators to improve creativity and maintain continuous sustainability.

Virtual Leadership During the COVID-19 Pandemic

This study combines a critical literature review and an opinion paper. The paper discusses the impact of the COVID-19 pandemic on Leadership, highlighting the rise of virtual Leadership as a contemporary leadership style that utilizes digital technologies to manage organizational members. The authors argue that virtual Leadership can foster workplace creativity, innovation, and sustainability. However, challenges are associated with this new leadership style, particularly regarding managing vulnerable employee categories and addressing mental health issues in remote working populations. The paper raises important research questions, including the effectiveness of virtual Leadership during and after the COVID-19 crisis, the impact of COVID-19-induced changes in training programs on accessibility, efficiency, and efficacy, and the challenges faced by authoritarian or bossy leaders in motivating their workers in virtual environments. The analysis also emphasizes the need for Human Resources (HR) professionals to create novel systems for evaluating and assessing performance and for occupational health staff to be trained to recognize mental health issues in remote working populations and offer online advice and therapy.

EXAMINING THE COMPONENTS OF ORGANIZATIONAL SOCIAL CAPITAL IN HUNGARIAN COMPANIES

The measurement of organizational social capital (OSC) is extremely important, since numerous studies have found that social capital in organizations significantly affects employee job satisfaction, workplace creativity, innovativeness, and organizational performance. In this study, the strength of social capital in Hungarian organizations was assessed using a three-dimensional approach (cognitive, relational, and structural). Data collected from 405 Hungarian employees were used in empirical research to validate research model and hypotheses. IBM SPSS Statistics 27 and AMOS 23.0 were utilized for the statistical evaluations. Confirmatory factor analysis (CFA) was used for construct validation. An empirically validated model of eight dimensions and thirty items was developed to assess various aspects of organizational social capital in a work environment. Relationships among OSC components were examined using structural equation modeling (SEM). In order to determine if there were any differences in distribution of values of research dimensions among groups based on the business sector (public, private, non-profit) and the organization size (5-9 employees, 10-49 employees, 50-249 employees, 250 employees or more), the Kruskal−Wallis test was used. In the case of a significant result of the Kruskal−Wallis test, the groups showing significant differences were determined using the Dunn−Bonferroni post hoc test. In order to examine differences between managers and subordinates, the Mann−Whitney test was applied. This study found that of the three elements of organizational social capital, the cognitive dimension is the basis of the relational dimension, which in turn determines largely the structural element. Additionally, it was demonstrated that there are significant differences among sectors, company sizes, as well as between managers and subordinates in terms of the comparative evaluation parameters of organizational social capital. The study results provide insight into the structure of social capital in the workplace, which can be useful to managers and HR professionals.

Workplace creativity and job satisfaction of academic librarians: A perspective of distributed leadership theory

Distributed leadership (DL) is a less focused area in librarianship and further limited literature in the context of workplace creativity and job satisfaction. This study investigates the impact of DL dimensions (decision making, delegation of authority, and motivation) on workplace creativity and job satisfaction in the academic libraries of Pakistan. A quantitative research approach was used and data was collected through an adapted questionnaire. A purposive sampling method was used, and the data was collected from 241 library professionals. The findings revealed that library professionals favor the DL in libraries. The regression model revealed that two DL dimensions (decision making and motivation) have a significant positive impact on workplace creativity and job satisfaction, whereas the ‘delegation of authority’ did not impact workplace creativity. The library professionals considered ‘creativity’ as the core function of leadership. However, they offer suggestions and let the leadership decide to implement them. The library directors need to provide independence and authority to the middle-managers while delegating authority so that they make decisions, learn, and perform better when they ascend to leadership positions. Theoretical and practical implications were added with the context that DL provides an opportunity to utilize the potential of the team members to foster creativity and job satisfaction in the academic libraries. This study fills a gap in the research and looks at how DL affects creativity at work and job satisfaction in libraries.

Motivation and hindrance: the mixed blessing of paradoxical leader behaviour for workplace creativity in China

ABSTRACT Drawing upon the Job Demands-Resources (JD-R) model, this study tests an integrated theoretical framework in which paradoxical leader behaviour (PLB) is theorized to hinder and motivate employee creativity through role ambiguity and creative self-efficacy. The moderating effects of job complexity and cognitive flexibility on the above effects are also investigated. The 317 samples collected from the three-wave survey in China demonstrate that in the hindering process, PLB attenuates employee creativity via role ambiguity, and in the motivating process, PLB increases employee creativity via creative self-efficacy. Furthermore, cognitive flexibility and job complexity can magnify the positive impact of PLB on employee creativity via creative self-efficacy, while cognitive flexibility can buffer the negative impact of PLB on employee creativity via role ambiguity.

To Do or Not to Do: Unravelling Employee Intention to Work in AI Driven Hybrid Environment

: Industry 4.0 is leading to an era where humans and collaborative robots (Cobots) will work in close proximity to create the hybrid workforce. Although firms are carefully considering this transition, implementation of Cobots is often carried out without careful consideration of employee’s motivation and behavior who will be working in hybrid workplace. If employees do not understand their work with Cobots, it is unlikely to bring value to a firm in the dynamic business environment. Thus, our study aims to investigate the synergies between employee’s creativity and behavior in hybrid workplace. We develop a model for hybrid workplace based on the componential theory of individual creativity and the valence theory that combines human workers behaviors and Cobots dimensions together. Our empirical analysis confirms most of the hypothesis about employee’s creativity in hybrid workplace and positive valence of Cobots, proving that future human-Cobots collaboration needs to focus not only on benefits that Cobots brings but also on human aspects like skills and expertise. This paper contributes to body of knowledge by shedding light on the human and Cobots dimensions together and it serves as a foundation for future application and research for hybrid work.