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Creativity of employees is a major focus of research in the organization sciences. In this study we examine the relationships between both micro (intrinsic and extrinsic motivation) and molar (team climate) variables with manager-rated creativity of R&D employees. Specifically, we hypothesize that (a) extrinsic motivation has a direct relationship with creativity, (b) intrinsic motivation is more strongly related to creativity when extrinsic motivation is low compared to when it is high, (c) team collaborative and competitive climates have direct effects on creativity as well as indirect effects through individual motivation, and (d) intrinsic motivation mediates relationships of the climate variables with creativity, which in turn is moderated by extrinsic motivation. Data were collected from R&D engineers and their managers at a large high-tech company headquartered in Taiwan. Results indicate that a collaborative team climate has a direct positive relationship with creativity as well as one that operates through intrinsic motivation, which in turn was moderated by employee’s extrinsic motivation level. A competitive team climate positively related to extrinsic motivation, but extrinsic motivation did not directly relate to creativity. However, extrinsic motivation did have strong relationships with creativity when intrinsic motivation was low. Results suggest that perhaps the different types of motivation relate to different types of creativity (incremental versus radical). Managerial and theoretical implications of results are discussed as are the study’s limitations.

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PurposeCustomer satisfaction in the banking industry has long been measured as a function of service quality by using a variation of the SERVQUAL instrument. The purpose of this paper is to build a broader understanding of the determinants of customer satisfaction throughout the financial services industry by incorporating the perceptions of fairness in service delivery (FAIRSERV) and outlining why and how FAIRSERV is important to customer satisfaction.Design/methodology/approachThe authors conduct a cross‐sectional questionnaire survey, including samples of 420 customers from the financial services industry in Taiwan. PLS‐Graph is used to evaluate the measures of reliability as well as validities, and to test the hypotheses.FindingsThe results show that fair service not only has a significant impact on customer satisfaction, but also plays a role equivalent to service quality in determining customers’ trust and perceived value, which in turn lead to customer satisfaction.Research limitations/implicationsThe impact of FAIRSERV on customer satisfaction should be emphasized. Future studies examining the impact of service quality on customer satisfaction should incorporate the concept or instruments of fair service as a major contributor.Practical implicationsThe results imply that financial institutions must carefully implement policies and practices to ensure that perceptions of fairness are propagated throughout the organization.Originality/valueThe paper proposes a complementary component to service quality in determining the perceived value and satisfaction. The paper emphasizes the significance of fairness on service, and provides additional insights into the impacts of FAIRSERV on customer satisfaction.

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