Openness to experience, job characteristics, and employee creativity: An interactionist perspective

2020 ◽  
Vol 48 (4) ◽  
pp. 1-12 ◽  
Author(s):  
Wengang Zhang ◽  
Feng Xu ◽  
Baiqing Sun
Keyword(s):  
Job Characteristics ◽  
Openness To Experience ◽  
Task Interdependence ◽  
Direct Influence ◽  
Employee Creativity ◽  
Interactionist Perspective ◽  
Matched Data ◽  
The Relationship ◽  
Practical Implications ◽  
And Task

There is considerable ambiguity about how the personality trait of openness to experience affects employee creativity. We investigated how the interactions of openness to experience with decision autonomy, and with task interdependence can influence employee creativity. Analysis of matched data from 217 supervisor–employee dyads showed a direct influence of openness of experience and the decision autonomy and task interdependence job characteristics on employee creativity. Furthermore, we examined the moderating roles of decision autonomy and task interdependence in the effect of openness to experience on employee creativity, and found that openness to experience was positively related to employee creativity and task interdependence was negatively related to employee creativity. Further, decision autonomy positively moderated the relationship between openness to experience and employee creativity, whereas the interaction between task interdependence and openness to experience did not have a significant impact on employee creativity. Theoretical and practical implications are discussed.

The effects of coworkers' development idiosyncratic deals on employees' cooperation intention

2021 ◽  
Vol 49 (11) ◽  
pp. 1-12
Author(s):  
Xiaoyan Zhang ◽  
Wenbing Wu ◽  
Yihua Zhang ◽  
Hui Deng ◽  
Yuanyuan Lan ◽  
...  
Keyword(s):  
Social Comparison ◽  
Positive Relationship ◽  
Equity Theory ◽  
Task Interdependence ◽  
Idiosyncratic Deals ◽  
Comparison Theory ◽  
Negative Effect ◽  
High Level ◽  
The Relationship ◽  
And Task

Idiosyncratic deals (i-deals) are individualized agreements of a nonstandard nature negotiated between employers and employees regarding employment terms, which are regarded as being beneficial for the organization. On the bases of social comparison theory and equity theory, we hypothesized that witnessing the development i-deals of their coworkers would trigger employees' feeling of unfairness, causing lower cooperation intention. We further hypothesized that perceived future i-deals and task interdependence would play moderating roles in this reduction. Participants were 284 employees in China. The results show that feelings of unfairness mediated the relationship between witnessing development i-deals and the witnesses' cooperation intention. The positive relationship between witnessing development i-deals and feelings of unfairness was weaker when employees perceived a stronger possibility of themselves obtaining a future i-deal, and a high level of task interdependence weakened the negative effect of feelings of unfairness on employees' cooperation intention.

De relatie tussen expertisediversiteit en teaminnovativiteit: de modererende werking van taakafhankelijkheid en taakflexibiliteit

2008 ◽  
Vol 21 (2) ◽  
Author(s):  
Gerben van der Vegt
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Moderating Effect ◽  
Task Interdependence ◽  
Archival Data ◽  
Gas Industry ◽  
Joint Effects ◽  
Team Innovation ◽  
The Relationship ◽  
And Task

The relationship between expertise diversity and team innovation: the moderating effect of task interdependence and task flexibility The relationship between expertise diversity and team innovation: the moderating effect of task interdependence and task flexibility G.S. van der Vegt, Gedrag & Organisatie, volume 21, June 2008, nr. 2, pp. 170-183 In this article we examine the joint effects of expertise diversity, task interdependence, and task flexibility on team innovation. We argue that expertise diversity will be unrelated to team innovation when task interdependence is low. When task interdependence is high, the direction of the relationship – positive or negative – is argued to depend on the degree of task flexibility. We tested this expectation using survey and archival data from 57 teams working in the oil and gas industry. Results strongly support the expectations.

Silence and proactivity in managing supervisor ostracism: implications for creativity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sadia Jahanzeb ◽  
Dave Bouckenooghe ◽  
Rabia Mushtaq
Keyword(s):  
Mediating Effect ◽  
Social Control Theory ◽  
Employee Creativity ◽  
Complete Understanding ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications ◽  
Theory Framework

PurposeAnchored in a social control theory framework, this study aims to investigate the mediating effect of defensive silence in the relationship between employees' perception of supervisor ostracism and their creative performance, as well as the buffering role of proactivity in this process.Design/methodology/approachThe hypotheses were tested using three-wave survey data collected from employees in North American organizations.FindingsThe authors found that an important reason for supervisor ostracism adversely affecting employee creativity is their observance of defensive silence. This mechanism, in turn, is less prominent among employees who show agency and change-oriented behavior (i.e. proactivity).Practical implicationsFor practitioners, this study identifies defensive silence as a key mechanism through which supervisor ostracism hinders employee creativity. Further, this process is less likely to escalate when their proactivity makes them less vulnerable to experience such social exclusion.Originality/valueThis study establishes a more complete understanding of the connection between supervisor ostracism and employee creativity, with particular attention to mediating mechanism of defensive silence and the moderating role of proactivity in this relationship.

Moderating effect of subordinates’ overall justice in the relationship between supervisors’ overall justice and supervisors’ affective organizational commitment

2018 ◽  
Vol 37 (7) ◽  
pp. 526-536 ◽  
Author(s):  
Si Hyun Kim ◽  
Giacomo Laffranchini ◽  
Wonho Jeung
Keyword(s):  
Organizational Commitment ◽  
Organizational Justice ◽  
Hierarchical Regression ◽  
Affective Organizational Commitment ◽  
Cross Sectional ◽  
Content Type ◽  
Overall Justice ◽  
Matched Data ◽  
The Relationship ◽  
Practical Implications

PurposeThe purpose of this paper is to examine the relationship between supervisor’s overall justice and affective organizational commitment. The authors further study how this relationship is moderated by subordinates’ overall justice.Design/methodology/approachThe authors conducted hierarchical regression analyses on a sample of supervisor–subordinate matched data.FindingsSupervisors’ overall justice was positively related to supervisors’ affective organizational commitment, and subordinates’ overall justice moderated these relationships.Research limitations/implicationsThe main limitation of the study was its cross-sectional nature.Practical implicationsResults emphasized the importance of the interaction between supervisors’ and subordinates’ perceived overall justice, which suggests that employers should focus on treating all individuals fairly in the workplace.Originality/valueThe study contributes to the organizational justice literature by providing empirical evidence using a supervisor–subordinate matched sample, suggesting that overall justice is important to understanding individuals’ affective organizational commitment. Using fairness heuristic theory, the study explores the interaction effect of subordinates’ overall justice on the relationship between supervisors’ overall justice and affective organizational commitment.

scholarly journals Effects of team unlearning on employee creativity

2018 ◽  
Vol 30 (7) ◽  
pp. 531-544 ◽  
Author(s):  
Makoto Matsuo
Keyword(s):  
Design Methodology ◽  
Positive Influence ◽  
Research Model ◽  
Employee Creativity ◽  
Manufacturing Firm ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship ◽  
Practical Implications

Purpose Although unlearning is considered an essential step for creativity, little is known about the relationship between team unlearning and employee creativity. The purpose of this study was to investigate the mediating role of individual reflection between team unlearning and employee creativity. Design/methodology/approach The research model was tested using multisource survey data from 164 employees in 28 teams at a manufacturing firm and a service firm. Findings The results of the multilevel analyses indicated that team unlearning had a positive influence on supervisor-rated employee creativity, fully mediated by individual reflection. Practical implications It should be noted that employee creativity is not automatically enhanced through team unlearning. Managers should encourage members to reflect on their work practices following team-unlearning exercises for the purpose of enhancing their creativity. Originality/value The findings contribute to the existing literature by demonstrating that reflective practices play significant roles in linking team unlearning with employee creativity. This study explored preceding literature examining employee creativity in terms of the unlearning process.

Mediating influences of ethical leadership on employee creativity

2018 ◽  
Vol 46 (2) ◽  
pp. 323-337 ◽  
Author(s):  
Suhuan Duan ◽  
Zhiyong Liu ◽  
Hongsheng Che
Keyword(s):  
Ethical Leadership ◽  
Global Financial Crisis ◽  
Psychological Empowerment ◽  
Organizational Management ◽  
Well Being ◽  
Citizenship Behaviors ◽  
Employee Creativity ◽  
The Global Financial Crisis ◽  
The Relationship ◽  
Practical Implications

Since the global financial crisis in the first decade of the 21st century, ethical leadership has emerged as a form of organizational management that promotes employee well-being, positive citizenship behaviors, and innovation. In this study, we examined the relationship between ethical leadership and employee creativity in Chinese businesses. We hypothesized the mediating roles of psychological empowerment and willingness to take risks in the relationship between ethical leadership and employee creativity. Survey data were collected from 380 employee–supervisor pairs working in 8 businesses across 5 sectors of the economy. The results indicated that, as hypothesized, a positive relationship exists between ethical leadership and employee creative behaviors. Psychological empowerment and willingness to take risks were found to partially mediate this relationship. The theoretical and practical implications of the findings are discussed.

Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance

2016 ◽  
Vol 42 (1) ◽  
pp. 11-38 ◽  
Author(s):  
Soojin Lee ◽  
Minyoung Cheong ◽  
Myungsun Kim ◽  
Seokhwa Yun
Keyword(s):  
Task Performance ◽  
Curvilinear Relationship ◽  
Learning Orientation ◽  
Empowering Leadership ◽  
Contingency Perspective ◽  
Task Processing ◽  
Employee Learning ◽  
The Relationship ◽  
Practical Implications ◽  
And Task

Although empowering leadership is generally considered to be a desirable leadership approach, its effectiveness has been questioned and the response is mixed. Integrating the “Too-Much-of-a-Good-Thing” effect and dual task processing, this study examines the relationship between empowering leadership and task performance. Specifically, we suggest a curvilinear relationship between empowering leadership and employee task performance. Further, applying a leadership contingency perspective, we propose that the curvilinear relationship between empowering leadership and employee task performance is moderated by employee learning orientation. Using survey data from 137 supervisor–subordinate dyads, our results show that the inverted U-shaped relationship between empowering leadership and employee task performance is moderated by employee learning orientation. Theoretical and practical implications are discussed.

scholarly journals The Relationship between Workplace Ostracism, TMX, Task Interdependence, and Task Performance: A Moderated Mediation Model

2020 ◽  
Vol 17 (12) ◽  
pp. 4432
Author(s):  
Yang Woon Chung
Keyword(s):  
Task Performance ◽  
Team Member ◽  
Individual Performance ◽  
Task Interdependence ◽  
Mediating Effect ◽  
Workplace Ostracism ◽  
Team Member Exchange ◽  
Member Exchange ◽  
The Relationship ◽  
And Task

Background: Social interactions among employees are essential for individual performance as they provide various job-related information and feedback as well as social and emotional support. Tasks have become interdependent among organizational members, allowing teamwork to generally become an organizational norm. Consequently, it is pertinent that employees maintain favorable working relationships with other organizational members because workplace ostracism has become an organizational concern. Although recent studies have examined numerous psychological mechanisms that associate ostracism with workplace outcomes, studies have been limited in exploring practical facets that link the relationship. Thus, this study examined the mediating effect of team–member exchange for workplace ostracism and task performance and the moderating effect of task interdependence in influencing the relationship. Methods: Data were collected using a two-wave design and sampled 242 full-time employees in South Korea. The hypotheses were tested with hierarchical regression analyses. Results: Team–member exchange was found to mediate the relationship between workplace ostracism and task performance and task interdependence moderated the mediated relationship. Conclusions: The results suggest that being ostracized negatively influences the quality of the relationship between team-members which then affects individual performance. In addition, the conditional indirect effect for ostracism on task performance was significant when task interdependence was high, while not significant when it was low, thus moderating the mediated relationship.

When Is Task Conflict Translated Into Employee Creativity?

2018 ◽  
Vol 17 (1) ◽  
pp. 22-32 ◽  
Author(s):  
Yan Li ◽  
Baiyin Yang ◽  
Lin Ma
Keyword(s):  
Moderating Effect ◽  
Task Conflict ◽  
Curvilinear Relationship ◽  
Employee Creativity ◽  
Chinese Companies ◽  
Operation Process ◽  
The Relationship ◽  
Practical Implications

Abstract. The literature shows that task conflict plays an important role in the team operation process, but little is known about who exhibits greater creativity when in conflict, leading the team toward greater creativity. To enhance understanding of employee creativity, this study proposed that task conflict has a curvilinear relationship with employee creativity and that employees’ growth need strength moderates the relationship. A cross-level investigation of employee creativity within 59 groups of employees from multiple Chinese companies was conducted. The results showed that task conflict has an inverted U-shaped relationship with employee creativity. Growth need strength was found to have a moderating effect on the relation between task conflict and employee creativity. Theoretical and practical implications were discussed.

Coworkers' organizational citizenship behaviors and employees' work attitudes: The moderating roles of perceptions of organizational politics and task interdependence

2019 ◽  
pp. 1-25 ◽  
Author(s):  
Wongun Goo ◽  
Yongjun Choi ◽  
Wonseok Choi
Keyword(s):  
Organizational Citizenship ◽  
Turnover Intention ◽  
Organizational Politics ◽  
Work Attitudes ◽  
Organizational Citizenship Behaviors ◽  
Task Interdependence ◽  
Citizenship Behaviors ◽  
Perceptions Of Organizational Politics ◽  
The Relationship ◽  
And Task

AbstractThe purpose of this study is to provide a better understanding of the relationship between coworkers' organizational citizenship behaviors (OCBs) and employees' work attitudes. In addition, we test if the two-situational factors – perceptions of organizational politics and task interdependence – moderate the relationship between coworkers' OCBs and focal employees' work attitudes. Using a sample of 411 employees, we found that coworkers' OCBs beneficial to organizations (OCBO) was positively related to focal employees' job satisfaction but negatively related to their turnover intention. The relationship between coworkers' OCBO and job satisfaction was stronger when perceptions of organizational politics were low. On the other hand, the relationship between coworkers' OCBs beneficial to other individuals and turnover intention was stronger when task interdependence was high. Implications of these results and future research directions are discussed.

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