Creativity and Innovation Management最新文献

Green creativity is a vital element in driving green innovation and achieving sustainable development for corporates, but it is not clear whether corporate’s environmental responsibility practice contributes to employees’ creativity. This study is aimed at determining whether employees’ perception of corporate environmental responsibility fosters their green creativity and exploring the underlying mechanism and boundary condition. We conducted a survey of 413 employees working in the manufacturing sector in China at two different time points. The study confirms that perceived corporate environmental responsibility has a positive relationship with both organisational identification and green creativity. Moreover, organisational identification mediates the relationship between perceived corporate environmental responsibility and green creativity. Perceived person-organisation fit moderates the relationship between PCER and organisational identification, as well as the relationship between organisational identification and green creativity, and also the indirect link between perceived corporate environmental responsibility and green creativity via organisational identification. This study theoretically expands a new way to promote green creativity and fills the gap in the existing research on corporate environmental responsibility and green creativity. We also provide a new perspective of psychological connection to explain the underlying mechanism and boundary condition of perceived corporate environmental responsibility and green creativity. In practice, our research can make managers pay attention to the fulfilment of corporate environmental responsibility and the cultivation of organisational identification and high person-organisation fit, so as to enhance the green creativity of employees and realise the sustainable development of the organisation.

Big data analytics has revolutionised business competition by uncovering hidden patterns in raw data, enabling better decision-making, increased productivity, knowledge generation and enhanced innovation. With the rapid expansion of big data, it is essential to seek and implement solutions to manage these datasets and extract valuable insights and knowledge from them. Although prior research has attempted to describe the role of traditional database management systems, there is still a scarcity of empirical evidence on the role of big data analytics adoption by small businesses in an emerging market such as India. The authors contribute to the existing body of knowledge by analysing the factors influencing big data analytics adoption in SMEs and predicting the potential impact on their market and financial performance. The ‘partial least square-structural equation modelling (PLS-SEM)’ technique was utilised to analyse data. This research provides a strong research model for big data analytics applications in which one of the two proposed technological factors (‘perceived usefulness’), one organisational factor (‘top management support’) and two environmental factors (‘competitive pressure and government rules and regulations’) significantly influence big data analytics adoption. Additionally, the results of this article may serve as a catalyst, encouraging SMEs to embrace big data analytics more willingly and recognising its potential benefits in enhancing business processes, decision-making, and overall competitive strength in the market. Grounded in the ‘Technological-Organisational-Environmental (TOE) framework, resource base view (RBV) and technology acceptance model (TAM)’ theories, this article aimed to measure the causal association between the drivers and outcomes.

This study examines the relationship between performance-based rewards and developmental performance appraisals on innovative work behaviour (IWB) through the mediation of organizational trust, supervisor support, perceived organizational support, and affective commitment. Through the lenses of signalling theory and social exchange theory, we hypothesize that employees perceive that rewards and developmental performance appraisals as favourable signals sent by their organization in support of, and appreciation to, them. Hence, employees respond with greater (i) moral obligation to repay organizations and supervisors for their support; (ii) emotional motivation to commit affectively to the organization; and (iii) intention to trust their organization. Using structural equation modelling to analyse 323 survey responses from employees across various industries in Jordan, results indicated a significant positive relationship between performance-based rewards and IWB and developmental performance appraisal and IWB. Interestingly, this relationship is explained only through the mediation of affective commitment. This paper contributes to the wider conversation around the relationship between performance-based rewards, developmental performance appraisal and IWB through the mediating effect of a bundle of factors. Moreover, the findings showed that performance-based rewards and developmental performance appraisal are significant for organizational trust, supervisor support, perceived organizational support, and affective commitment.

Team radical creativity inherently involves a paradox between high originality and usefulness. Yet, few studies shed light on an effective strategy for navigating the originality-usefulness paradox of team radical creativity. Drawing on the Motivated Information Processing in Groups Model, this study investigates how and when distinct error climates work together to reconcile this paradox and stimulate team radical creativity. We conducted a field study in high-technology companies, including electronic communications, bio-pharmaceutical technology, advanced manufacturing and automation, and aerospace technology industries. We collected data from 125 research and development (R&D) teams involving 686 employees. Our results show that (1) error management climate exerts a positive influence while error aversion climate exerts an inverted U-shaped influence on team radical creativity through motivating or demotivating team information exchange and (2) task reflexivity moderates the indirect positive influences of error management climate and low to moderate levels of error aversion climate on team radical creativity through team information exchange. We conclude that the combination of a high level of error management climate and a moderate level of error aversion climate is conducive to reconciling the paradox of originality and usefulness and fostering team radical creativity.

This paper examines how creative entrepreneurs manage the interplay of art and business before and during a disruptive environmental event. While numerous studies have explored the financial impact of the COVID-19 pandemic on the creative industries, our research provides a fresh perspective on how the pandemic influenced creative entrepreneurs' practices. We present our empirical findings from a study that involved 20 semistructured interviews with creative entrepreneurs in the Norwegian Arctic, conducted twice, that is, before and during the COVID-19 pandemic. Our findings show that the creative entrepreneurs initially balanced the aesthetic and market logics similarly. However, when COVID-19 struck, the creators and creative sustainers rebalanced the logics of aesthetics and the market in distinct ways. These findings contribute to the literature on creative entrepreneurship in different ways: First, we refine the concept of creative entrepreneurs by noting that creators and creative sustainers, due to their distinct institutional contexts, interpret societal disruptions differently. Second, we expand on the skills needed in creative entrepreneurship, explaining how the actors quickly adjust and rebalance institutional logics during an environmental disruption. The study provides practitioners with a clearer framework for navigating disruptions, emphasising the importance of adaptability in business strategies and the need to uphold artistic integrity while also addressing market demands.

Despite increasing attention to frugal innovation in resource-constrained environments, we still know little about profiting from frugal innovation. Based on the strategy—tripod—perspective, we investigated the impact of frugal innovation on firm growth performance. We explored how its role varies with market environment (market heterogeneity), institutional environment (knowledge leakage risk), and firm resources (complementary servitization offerings). Together, these elements determine how frugal innovation drives company growth. We examined our hypotheses with survey data from 334 firms in China with a pyramid-shaped income hierarchy. With regression analysis, we found that frugal innovation has a positive effect on firm growth performance. Furthermore, market heterogeneity weakens while servitization strengthens this effect. However, the moderating role of knowledge leakage risk is insignificant. Our findings underscore the strategic value of frugal innovation and indicate that its efficacy may vary with market dynamics and servitization offerings.