354,438 research outputs found

    How getting knowledge from colleagues affects organizational creativity: The moderating influence of ICT and top management support

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    Despite the abundance of studies focusing on organizational creativity, only few considered it as a dependent variable. Further, while the relationship between knowledge sharing and organizational creativity seems more solid for extant literature, the role of ICT use and top management support yet calls for further investigation. Based on this, we ground on the interactionist perspective drawn by Woodman et al. (1993) and investigate organizational creativity by combining interpersonal dynamics with contextual influences. In order to capture the inherent complexity of organizational creativity, we start from the importance of individuals getting knowledge from others and then consider two contextual elements affecting organizational creativity, namely top management support and the use of Information and Communication Technology. Accordingly, our aim is to answer the following research question: \u201cWhat is the relationship between knowledge collecting, ICT use and top-management support in determining organizational creativity?\u201d. For this purpose, we analyze data of 362 employees from five Multinational Corporations\u2019 (MNCs) subsidiaries located in Italy. We show that while knowledge collecting, ICT use, and top management support positively affect organizational creativity, a high ICT use negatively moderates the relationship between knowledge collecting and our dependent variable. Based on this, this work provides evidence on how organization-level factors (ICT, top management support) might contribute to organizational creativity, while showing that firms should carefully plan their ICT investments as they may hamper the positive linkage between knowledge flows and organizational creativity

    Value co-creation characteristics and creativity-oriented customer citizenship behavior

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    For the competitive advantage of service organization, it is important to improve the creative performance of human resources in the organization. For example, when employees perform creatively, in other words, if they generate novel and useful ideas, it will contribute to organizational competiveness. Therefore, there has been an increased focus in identifying its antecedents and consequences. Unfortunately, little is known about the creative performance of customers. According to service-centered dominant logic, customer is the value co-creator, it emphasizes co-opting customer involvement in the value creation process as an additional human resource. In addition, customers can be a valuable resource for service improvement efforts for firms. For instance, companies might benefit greatly from customer feedback and complaints regarding their offerings and can enhance their productivity in terms of quality and quantity. In this paper, the type of novel, creative-oriented customer behaviors highlighted in the preceding paragraph are referred to as creativity-oriented customer citizenship behaviors (CCBs). In the customer value co-creation context, creative-oriented CCBs refer to extra-role efforts by customers with regards the development of ideas about products, practices, services, and procedures that are novel and potentially useful to a firm. According to the intrinsic motivation perspective, the context in which customers create values, influences their intrinsic motivation, which in turn affects creativity-oriented CCBs. The intrinsic motivation perspective suggests that high intrinsic motivation is affected by information from both task characteristics (i.e., autonomy) and social characteristics (e.g., supplier support). Specifically, complex and challenging task characteristics such as high levels of variety, identity, significance, autonomy, and feedback are expected to increase customer intrinsic motivation. Under these conditions, customers should increase the likelihood of creativity-oriented CCBs. Therefore, customers are expected to be most creative when they experience a high level of intrinsic motivation. In contrast, complex and challenging task and social characteristics can have the opposite effect to customers. For example, in a high level of variety task, increased autonomy can lead to increased workload because they must take on related extra responsibilities and accountability. Increased workload, in turn, is expected to lead to decreased likelihood of creativity-oriented CCBs. Therefore, this study attempts to explore the impact of task characteristics and social characteristics on creativity-oriented CCBs. Furthermore, a substantial body of research has examined the possibility that creativity is affected by personal characteristics. As such, in addition to the relevant task and social characteristics, the moderating influence of several trait variables is also considered. This article makes several contributions. First, this study investigates the trade-off effect of the customer value co-creation related task and social characteristics by examining the underlying opposing mechanism of motivation and work overload. Second, this research provides a deeper understanding of contingency factors that systematically strengthen the relationships under consideration. Third, this study may indicate that companies seek to promote the creativity of their industrial customers and should design the tasks and social characteristics of their industrial customers in a way that maximizes their creativity. But, companies should be aware of the negative impact of specific tasks and social characteristics that may minimize the creativity of industrial customers

    Do Creative Employees Engage in More Citizenship and Counterproductive Work Behaviors?

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    Since the turn of the century, research examining the creative process and its predictors has blossomed in organizational research. However, despite the widely accepted notion that creativity is good and leads to great advances in the business world, the outcomes of organizational creativity are relatively unknown and unexplored. While research has started to tackle this gap by examining creativity’s positive role in task performance, creativity’s potential relationship with non-task performance is relatively unknown. The purpose of the present study was to investigate the potential relationships between creativity, organizational citizenship behavior (OCB), and counterproductive work behavior (CWB). It was hypothesized that creativity would be positively related to both OCB and CWB (and their facets) based on its non-predefined and divergent nature. Further, organizational constraints were examined as a potential moderator of the creativity-non-task performance relationship. Amazon’s Mechanical Turk (MTurk) crowdsourcing internet marketplace was used to recruit working adults throughout the United States. Participants (N = 300) completed 2 online surveys containing measures of creativity (subjective and objective), OCB, CWB, organizational constraints, and general demographics. Results from separate path analytic models found support for a positive relationship between creativity and OCB. The more creative an individual was, the more they performed OCBs. Although creativity was significantly related to all facets of OCB, its prediction of engagement in change-oriented OCB was significantly stronger than prediction of OCBs targeting specific individuals or the organization. In contrast, creativity had a significant, but negative, relationship with CWB. This negative relationship significantly differed between dimensions of CWB, where creativity only predicted (negatively) engagement in CWB-O, theft, production deviance, and withdrawal. Additionally, the current study demonstrated how the work environment (e.g., organizational constraints) could impact creative employees and their behaviors. As organizational constraints (e.g., lack of resources) increased in the workplace, the positive creativity-OCB relationship weakened while the negative creativity-CWB relationship strengthened, indicating organizational constraints might reduce the beneficial behaviors of creative employees in the workplace, but will not increase their negative behaviors

    Assessing the Effect of Social Networks on Employee Creativity in a Fast-Food Restaurant Environment

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    Creativity has been widely recognized as critical to the economic success of organizations for over 60 years. Today, it is considered to be the most highly prized commodity of businesses. As such, there have been numerous efforts to better understand creativity with the goal of increasing individual creativity and therefore improving the economic success of organizations. An emerging area of research on creativity recognizes creativity as a complex, social process that is dependent upon many factors, including those of an environmental nature. In support of this perspective, a growing amount of research has investigated the effect of social networks on individual creativity. This relationship is based on the premise that an individual\u27s social network affects access to diverse information, which in turn, is critical for creativity. The previous studies on this relationship, however, have been conducted in a limited number of environments, most of which have been knowledge-intensive in nature. As such, this study was conducted in a fast-food restaurant environment to determine whether the relationship between social networks and creativity is the same as in other, previously studied environments. Data was collected for a sample of 247 employees of an organization consisting of seven fast-food franchise restaurants of a popular fast-food restaurant chain in the northeast region of the United States. An ordinary least squares regression model was developed to investigate the relationship between creativity and the commonly studied social network variables: number of weak ties, number of strong ties, clustering, and centrality. The social network variables accounted for 17.3% of the overall variance in creativity, establishing that a relationship does exist between social networks and creativity in the fast-food restaurant environment. This relationship, however, was not as expected. In contrast to expectations, weak ties were not found to be a significant, positive predictor of creativity. Also, strong ties were found to be a significant, positive predictor of creativity, where it was expected that this relationship would be in the negative direction. Centrality, however, was found to be a significant, positive predictor of creativity, as expected, while the results for clustering were inconclusive due to its high correlation with the other social network variables in the study. As such, it appears that the relationship between social networks and creativity may be different in the fast-food restaurant environment when compared to environments previously studied. It is possible that this difference is a result of the differences between high and low knowledge-intensive working environments. The lack of support for weak ties as a significant positive predictor of creativity in conjunction with limited opportunities for significant creative achievement suggests that access to diverse information may be less important for creativity in the fast-food restaurant environment than in other environments. The findings that strong ties and centrality are significant, positive predictors of creativity, however, appear to indicate that the ability to implement a creative idea, however minor it may be, is more important in the fast-food restaurant environment than the generation of that idea in the first place. Due to the limitations of this study, however, it is not possible to definitively conclude this notion without efforts to determine which factor afforded by positions rich in strong ties or high in centrality, the informational benefits or the organizational influence, is more important for creativity

    EFFECT OF ORGANIZATIONAL STRUCTURE ON PRODUCTIVITY OF A MANUFACTURING FIRM A STUDY OF MAY & BAKER NIG. PLC, OTA OGUN STATE

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    Organizations today are in a competitive environment in which the right strategy is what keeps the organization ahead of its competitors. Therefore, organizational structure is very important to make possible the effective productivity of key activities and support the efforts of staff. The objective of this study was to determine if there is a significant relationship between centralization, formalization, number of layers in hierarchy and specialization and efficiency as well as effectiveness. The descriptive research design was used and questionnaire was administered to the employees of May and Baker Nig. Plc. Ota. A total sample of 169 people are the respondents drawn from a population of 300. The Pearson correlation analysis was used to analyze the one hundred and sixty four (164) questionnaires collected. Findings indicated that there is a weak positive relationship between centralization and efficiency at r= .323**. sig. 0.00, p<0.001. This suggests that concentrating all the decisions to only top management does not aid the productivity of the organization. However, findings also showed that there is a weak and positive relationship between formalization and effectiveness at r= .412**, sig 0.00, p<0.001 and this implies that too many and rigid rules hinder the creativity of employees which has directly effect on the productivity of the organization. Findings also indicated that there is a strong positive and significant relationship between number of layers in hierarchy and efficiency at r= .645**, sig. 0.00, p<0.001. The implication of this is that reducing layers in hierarchy helps in the integration of employees and also facilitate quick communication in the organization. Findings also indicated that specialization has a strong positive relationship with effectiveness. It is therefore recommended that organization should engage and involve low level employees so as to give them sense of belonging in the organization and it is very expedient also that organization be flexible when it comes to decision making. Also recommended is that organization must make rules and regulations that are not cumbersome thereby hindering creativity among employees

    Developmental Leadership: A New Perspective for Human Resource Development

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    Research indicates that numerous variables influence an organization’s ability to change and innovate. There is a need to understand a leadership model that focuses on the aspects of human resource development (HRD). Furthermore, it is important for the HRD model of leadership to foster and support creativity and innovation in organizations. In response to this need, this article identifies and explains a developmental leadership model rooted within the HRD framework of organized learning, change, interventions, and development. The focus of this work is to discuss how a developmental leadership style can generate new perspectives in HRD that translate to innovation for the organization. Consequently, this article shares a theoretical model for different roles that make up developmental leadership in practice activities, while exploring the construct of development leadership, its purpose, roles, core values, characteristics, and impact on innovation and creativity. This article explores the potential of Developmental Leadership in HRD as a driver of organizational innovation. The stakeholders involved are organizations, leaders, and followers. A clear understanding of developmental leadership and innovation informs ways of doing business at many levels

    Jester’s role in organizational ideation:“you don’t have to be serious to be taken seriously”

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    Abstract. The objective of this study is to examine is there a clear meaning with managers using jestering to enhance organizational ideation. Moreover, the research focuses on jestering and aims to understand the phenomenon of jester as an organizational phenomenon. The research question: “What is jester role’s meaning in increasing ideation and creativity in organizations?” is answered via one sub-question, which examines how the role of a jester is reflected by others in organizational creativity. This study contributes to idea generation processes, humor and jester research, ideation research and creative organization research. This study is a qualitative research employing in-depth interviews with abductive research approach, where the theoretical framework is a base for the empirical study, but it is modified during the research. The empirical data was gathered from six interviews, consisting of three managers and three specialists. The study uses in-depth interviews as primary source of data. Abductive logic was used to conduct scientific reasoning in this study. Based on the findings of this research, jester role has remarkable role on ideation and in building organizational trust. When employees feel organizational trust and sense of agency, employees are more interested in bringing forth their ideas and participative in ideation. Jesters facilitate new ways of thinking and develop organizational culture towards more permissive attitude. Findings also indicate that jester role adopted by managers should be constructive and goal-oriented in order for bringing successful results in ideation. In the empirical findings it was shown that managers do not avoid jester role due to pressure or fear of decreasing career opportunities, but rather use the role to gain benefits on an organizational or group level. This research also found that managers in fact have a good comprehension on creativity, but they suffer from lack of time to prepare and invest in creativity and feel the pressure of organizational norms to use deviance and humor. It seems that managers taking jester role should seek to build an atmosphere where everyone is committed in generating ideas. Jester role should be a shared role, so that it does not settle permanently on anyone’s shoulders alone. In ideation, managers should focus on preparing and guiding the ideation. Constructive and goal-oriented jester role requires managers to also have sensitivity and emotional intelligence, but also interest to making sure others are good to be. Once managers have gained trust and have built a relationship with subordinates, they are more aware how to express divergent opinions and what kind of humor works. The findings in this research suggest organizations to develop organizational culture to support ideation. In addition, the findings help managers to better understand the importance and value of using jester role in ideation. This research suggests leadership training where managers learn to use jester role consciously and learn to break from organizational boundaries while being aligned with organization’s objectives. Therefore, it provides insight for managers and organizations that wish to be a creative organization

    READINESS TO CHANGE OF HOME TAILORED ENTREPRENEURS IN TECHNOLOGY-BASED PERSPECTIVE

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    Flexibility to face changes in line with digital development and business challenges in market turbulence, exchange rates, and pandemic must be held by an entrepreneur to survive today. Entrepreneurs should manage tangible assets such as information technology (IT) and intangible assets such as knowledge inherent in human capital. Both processes will build resilience and foundation toovercome changes as complex as any future business challenges. IT as a knowledge infrastructureneedsactivities support in processing, protecting, and distributing within organizational entities such as knowledge-sharing (KS). The existence of robustKS in the organization atmosphere encourages entities to be more cohesive in organizational learning, builds individual capability and creativity, and solves many work-life problems, which is related to the readiness of entrepreneurs to face change. The purpose of this research is to bridge inconclusive problem gaps between the effect of ITon readiness to change (RTC) by offering KS mediation. It is confirmatory research with a quantitative Structural Equation Modeling approach by taking 151 samples. The respondent ishome tailor entrepreneurs in the SMEs area. This study empirically proves that KS can be a partial mediator to leverage the role of IT on RTC.Flexibility to face changes in line with digital development and business challenges in market turbulence, exchange rates, and pandemic must be held by an entrepreneur to survive today. Entrepreneurs should manage tangible assets such as information technology (IT) and intangible assets such as knowledge inherent in human capital. Both processes will build resilience and foundation toovercome changes as complex as any future business challenges. IT as a knowledge infrastructureneedsactivities support in processing, protecting, and distributing within organizational entities such as knowledge-sharing (KS). The existence of robustKS in the organization atmosphere encourages entities to be more cohesive in organizational learning, builds individual capability and creativity, and solves many work-life problems, which is related to the readiness of entrepreneurs to face change. The purpose of this research is to bridge inconclusive problem gaps between the effect of ITon readiness to change (RTC) by offering KS mediation. It is confirmatory research with a quantitative Structural Equation Modeling approach by taking 151 samples. The respondent ishome tailor entrepreneurs in the SMEs area. This study empirically proves that KS can be a partial mediator to leverage the role of IT on RTC

    The relationship between responsible leadership and individual creativity: The role of affective commitment

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    Purpose: Leadership is one of the main topics in organizational behavior. Over the years, many researchers have studied the impact of different leadership styles on the attitudes and behaviors of employees. However, perhaps because it is a relatively recent construct, little research has been devoted to analyzing the effect that responsible leadership has at the individual level of analysis (Haque et al., 2019, 2020; Miska & Mendenhall, 2018). Starting from the identification of this gap, the present research adopted an employee-centered approach to analyze how responsible leadership is related to individual creativity within the scope of a model that proposes affective commitment as a potential mediating mechanism. Recent research has found empirical support for the existence of a direct positive relationship between the variables (Castro-González et al., 2019). Research has also established a positive relationship between responsible leadership and affective commitment (Haque et al. 2019, 2020; Mousa, 2017; Simões & Duarte, 2021). Several studies on positive leadership styles have established affective commitment as a relevant mediating variable between leadership and employees’ attitudinal, emotional, and behavioral responses (Asif et al., 2019; Duarte et al., 2021). It is possible to theorize that responsible leadership, being also a positive leadership style, will find similar results, contributing to a greater employee emotional attachment to the organization, which will lead to more individual creativity behaviors at work.info:eu-repo/semantics/publishedVersio
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