Creativity and Innovation Management最新文献

Drawing on componential theory of creativity, this study investigates the impact of high-performance work systems (HPWS) on psychological empowerment (PE) and creative process engagement (CPE). It also examines the mediating role of PE between HPWS and CPE. Additionally, the study investigates the moderating role of leader–member exchange (LMX) between HPWS, PE and CPE. Data were collected from 233 construction industry employees. The partial least squares-structural equation modelling (PLS-SEM) and SPSS were used to test the measurement model and proposed hypotheses. The results indicate that HPWS has a positive impact on both CPE with PE, and PE has a positive influence on CPE. Moreover, PE mediates the relationship between HWPS and CPE. The indirect association between HPWS and CPE is conditioned at different levels of LMX. Until now, little attention has been paid to linking HPWS, PE and CPE; the study filled this important gap in the current literature. Importantly, this is the first study that confirms that LMX is a boundary condition between HPWS, PE and CPE relationships.

Innovation ambidexterity is important for firms, but their ability to develop both strategies simultaneously has been conventionally challenged. This challenge is caused by the heterogeneous demands of distinct capabilities and resources of exploratory and exploitative innovations. This paper thus investigates the interplay among internal and external collaborations, ambidextrous innovation, and absorptive capacity in small firms. Using a dataset of 228 Australian firms and applying the PLS-SEM method, we find that supply chain networks influence only exploitative innovation, and knowledge-oriented networks influence only exploratory innovation. However, employee engagement directly influences both exploratory and exploitative innovation. Absorptive capacity fully mediates the relationship between employee engagement and exploratory innovation and partially mediates the other relationships. The findings support the argument that balancing exploratory and exploitative innovation in firms is important instead of choosing one strategy over the other. It provides empirical evidence of employee engagement as a common antecedent of ambidextrous innovation and the differential effects of supply chain-oriented and knowledge-oriented networks. They will inform innovation strategy decisions of firms primarily on the need to broaden external networks and promote employee engagement in the innovation process and that the benefits of knowledge networks for exploratory innovation are realized fully through absorptive capacity.

This study exploits a unique sample of 536 Belgian SME business owners, collected immediately after the first COVID-19 lockdown, and provides new insights into how, during severe crises, business owners' entrepreneurial alertness functions as a critical strategic opportunity discovery skill for SMEs. Concretely, we find that entrepreneurial alertness can determine the emergence of a business model innovation (BMI) as a strategic response to severe crises, which then stimulates business owners' intent to start a new internal corporate venture (ICV). Creating such a new separate organizational entity within the structure of the existing firm can be strategically used as a tool to pursue the successful implementation of this BMI. Robustness and sensitivity analyses show that our results hold, and, in addition, we find that if business owners are lowly skilled in being able to be alert to discover innovative new opportunities for their firm, that this lack of skills negatively influences engaging in BMI and the subsequent intent to create such a new ICV to effectively implement the BMI. We discuss this study's contributions to the literature on BMI and (strategic) corporate venturing and address this study's practical implications.

Although the literature advocates that the state plays a significant role in affecting firms' behaviour in emerging economies, whether state participation promotes or impedes firms' innovation decisions requires further scholarly attention. In this study, we develop a framework in which we examine how and under what conditions state participation affects firms' green innovation. Results from publicly listed firms in China show an inverted U-shaped relationship between state participation and green innovation, so that state participation in the form of minority ownership is most effective for firms seeking to conduct green innovation. This curvilinear relationship is negatively moderated by firm age and firm size, such that the inverted U-shape flattens when a firm is older and larger. The relationship is positively moderated by subnational institutional development such that the inverted U-shape steepens when institutional development is higher. These findings provide useful implications for resource dependence theory in explaining whether state participation serves as a facilitator of or a burden on firms' green innovation.

Information processing theory was applied to explore how external information processing and internal information sharing affect a firm's choice of a green strategy. Analyses of two datasets from Chinese manufacturing firms reveal that environment scanning and inter-functional coordination are important drivers for the adoption of a green strategy. Specifically, firms that engage in extensive environment scanning tend to adopt reactive as opposed to proactive green strategies, whereas firms with effective inter-functional coordination mechanisms tend to adopt proactive rather than reactive green strategies. An entrepreneurial orientation plays a complementary role in a firm's choice of green strategy. It increases the likelihood that a firm will adopt proactive rather than reactive green strategies, and it further strengthens the influences of environment scanning and inter-functional coordination. Overall, these findings offer significant implications for firms regarding how and under what conditions they should adopt green strategies.

While there is extensive research on SMEs' innovation, limited attention has been given to the specific implications of HRM practices in fostering innovation in this sector. This represents a critical gap, considering the unique challenges faced by SMEs in managing their human resources. Accordingly, in this study, we developed and validated a conceptual model that evaluates the ability of SMEs to enhance their innovation and innovation performance through the adoption of HRM practices that relate to employees' abilities, motivations and opportunities (AMO). Data was collected through a survey of manufacturing SMEs in France. Overall, the findings contribute to the literature by shedding light on the mediating role of innovation between HR-enhancing practices and innovation performance in SMEs. In addition, the analysis highlights the importance of HRM practices in shaping workforce capabilities and influencing organizational performance. Moreover, it emphasizes the importance of structured HRM practices in attracting and retaining high-quality human resources, akin to larger companies. These findings have practical implications for SME owners, managers and policymakers seeking to foster innovation and enhance organizational performance in the SME context.

The growing literature on corporate sustainability suggests its positive implications for organizations and stakeholders. Based on the social identity approach, the current study aims to investigate whether responsible innovation can leverage these sustainability advantages of companies to improve organizational commitment and competitiveness. Responsible innovation has been integrated into an original model as a construct that translates corporate sustainability into organizational outcomes to meet stakeholders' needs and to frame and solve the sustainability-related tensions in an ethical way. The study also attempts to examine the mediating impacts of exploration and exploitation orientations on the proposed link between corporate sustainability and responsible innovation. The model was validated by using the partial least squares structural equation modelling method on a sample of 196 middle managers in small businesses in Turkey. The findings reveal that responsible innovation has a significant mediation effect on the proposed links, and both exploration and exploitation elicit the innovation capacity in sustainability practices. The study also supports the argument on the positive impact of exploitation on exploration.

The extant literature has underlined the pivotal role of individuals in innovation implementation. However, we are still missing a holistic understanding of the individual-level factors necessary for idea implementation. Based on a systematic content analysis review of 125 articles, we identify six categories of individual-level factors that have been found to promote the successful implementation of innovations: expertise, motivation, cognitive factors, personality traits, attitudes and social skills. Drawing on previous theoretical developments, we present an extended model of creativity and innovation in organizations and provide a more comprehensive understanding of the idea implementation stage. Finally, we draw some potentially important implications for research and practice and offer directions for future research.

Although employees with low task performance are typically perceived as outcasts in organizations, one group of such employees has the potential to generate positive outcomes. We seek to understand how lovable fools (i.e., individuals with low task performance and high contextual performance) influence creativity within teams. Specifically, we study the countervailing effects of increased psychological safety and decreased useful feedback as mediators of the relationship between the perceived existence of lovable fools in a team and individual and team creativity. We conduct two studies using individual and team-level analyses to examine the hypothesized direct and indirect effects. Our findings support a positive relationship between perceived existence of lovable fools and individual/team creativity through increased psychological safety, even after accounting for the effects of reduced useful feedback provided by lovable fools. The theoretical and practical implications of these findings are discussed.

Today, universities operate in an exceptionally challenging environment characterized by financial constraints and state-imposed restrictions on critical strategic and operational issues. At the same time, they face rising student numbers and a more diverse student population. One way to address these challenges is through new service development (NSD). This paper examines how staff engagement through action learning can facilitate the development of new services in a complex organizational setting, such as a well-established publicly funded university. En route, staff engagement in action learning enables the creation of capabilities for NSD. The empirical work involved four action learning projects carried out over a 15-month period focused on the development of various service types. Applying action learning research, we describe and reflect on how different actors collaborated to develop new services and capabilities for NSD simultaneously. This study contributes a framework that identifies how action learning serves as an enabler for NSD and capability development, providing guidance for researchers and practitioners alike.