Drawing on organismic integration theory, we propose that transformational leadership and transactional leadership are most likely to predict outcomes, under uncertain social contexts, when accompanied by organizational financial and nonfinancial rewards. Using survey data from professional employees and their supervisors, from 260 Chinese enterprises, with less than 5 years of entrepreneurial experience, we found that (1) transformational leadership is not significantly related to employee creativity, while transactional leadership is positively related to followers' creative behaviors, (2) synergy between transformational leadership and financial rewards and between transactional leadership and nonfinancial rewards accentuate the effect on employee creativity respectively, (3) psychological empowerment fully mediates the aforementioned relationship. These findings offer a new theoretical framework for future theory development of leadership.

Green product innovation is critical to a firm's sustainability. Some studies have explored how to enhance a firm's green production innovation. In this research, we construct and test a research model for exploring the influence of environmental innovation practices (EIP) on green innovation performance, and we investigate the mechanisms underlying this relationship. Based on organizational creativity theory, we propose and test the hypothesis that EIP can affect creativity climate and green creativity, which in turn enhance green product innovation performance. Using survey data from 147 companies in China, we find that EIP directly and positively affect green creativity and indirectly influence green product innovation performance via green creativity. Thus, green creativity partially mediates the link between EIP and green product innovation performance. Our finding also indicates that creativity climate positively affect green creativity. Green product innovation performance is positively affected by creativity climate but not directly affected by EIP. The results further demonstrate that creativity climate fully mediates the link between EIP and green product innovation performance. Our findings suggest that firm' managers should shape the organizational creativity climate and encourage green creativity to enhance their firm's sustainability. Finally, we discuss the theoretical and practical implications, which can promote the firm's sustainability through environmental policy.

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This research explored the relationships between entrepreneurial orientation (EO), interaction orientation (IO), and innovation performance based on resource-based theory. We used two market approaches (market-driving and market-driven) to test our research model. We collected data from the responses of 209 corporations in China. Our findings indicated that both EO and IO positively affected knowledge combination capability (KCC), which contributed to innovation performance. The results indicated that organizational collectivism moderated the link between EO and KCC. It also moderated the mediation effect of EO on firm’s innovation performance by KCC. Interestingly, we found that organizational collectivism moderated the link between IO and KCC and also moderated the mediation of IO on innovation performance by KCC. Our research contributes to the field of strategic orientation and suggests that managers should pay attention to the two market approaches and organizational culture, which can improve innovation performance. Furthermore, this research offers theoretical and practical implications to firm’s innovation capability.

PurposeThis study examined a curvilinear and moderated relationship between transformational leadership and employee creative performance in a real-world setting by drawing from the too-much-of-a-good-thing effect and the substitutes for leadership perspectives.Design/methodology/approachWe used multisource data collected from 232 employees and their immediate supervisors to test all hypotheses.FindingsWe found empirical support for an inverted U-shaped relationship between transformational leadership and employee creative performance. Moreover, job factor (i.e. job formalization) and individual differences (i.e. power distance) moderated the curvilinear relationship, such that the curvilinear relationship was more pronounced with lower job formalization or higher power distance of employees.Originality/valueOur findings shed light on the inconsistent reports of transformational leadership's effects on employee creativity in previous studies. We extended substitutes for leadership perspective by providing a more systematic view for future research on how leadership and its substitutes jointly influence employee outcomes.