Summary In this paper, we investigate the differential implications of employee narcissism for radical versus incremental creativity. Drawing on self‐affirmation theory, we argue that narcissistic employees are likely to demonstrate more radical than incremental creativity in the workplace because a more extreme form of creativity can more strongly affirm their feelings of uniqueness and superiority. Results from a scenario experiment and a three‐wave, multisource survey reveal that creative self‐efficacy is a key underlying mechanism that facilitates narcissistic employees to exhibit radical and incremental creativity. The indirect relationships are more salient when the supervisor has higher expectations for creativity from employees. Furthermore, the conditional indirect effect is stronger on radical than incremental creativity. Contributions to the literature and management practices are also addressed.

No abstract

PurposeBased on the work–home resources model regarding the work domain and the home domain as a whole resource exchange system with directional resource flows, this study proposed that perceived overqualification could lead to personal resources drain, especially for employees with high work–family centrality (i.e. valuing work more than family). Furthermore, the drained personal resources of the focal employees brought in more spouse undermining and less spouse support at home.Design/methodology/approachA quantitative approach in which Study 1 involving 259 pairs and Study 2 involving 260 pairs of employees and their spouses from China provided support to the first-stage moderated mediation model.FindingsResults revealed that when employees' work–family centrality is high, perceived overqualification could elicit personal resources drain and induce more spouse undermining and less spouse support. On the contrary, when employees' work–family centrality is low, perceived overqualification could reduce personal resources drain and render less spouse undermining and more spouse support. The two studies consistently provided support for most of the hypotheses.Practical implicationsThe research results suggest that organizations could take some feasible measures to help overqualified employees articulate the value of work–family centrality to manage overqualified employees' work–family resources further, bringing appropriate sequential behaviors at home.Originality/valueResearch on perceived overqualification has primarily focused on its consequences in the work domain, paying scant attention to whether it can influence the home domain outside work. This research contributes to this line of literature by investigating how and when perceived overqualification leads to family outcomes.