Complementary effects of high‐performance work systems and temporal leadership on employee creativity: a social embeddedness perspective of thriving

Abstract

Studies on how high‐performance work systems (HPWS) enhance employee creativity are primarily based on relationship‐ and motivation‐related theories, while some scholars have argued that HPWS may promote performance at the expense of employee well‐being. Based primarily on a social embeddedness framework of thriving, this study introduces the human dimension of the sustainability perspective and investigates the indirect effect of HPWS on creativity through evidence of employees' thriving at work. We further explore the moderating role of temporal leadership in the relationship between HPWS and thriving. Hypotheses are tested using multi‐wave, multi‐source data from 235 employees and their direct supervisors. The contribution of this study lies in explaining how employee creativity is triggered by HPWS and how temporal leadership complements HPWS.

Integrating the bright and dark sides of temporal leadership on employees’ thriving at work

“…Although TL has been found to improve employee performance (Yuan and Lo, 2018), employee innovative behavior (Zhang et al. , 2020), employee creativity (Zhou et al. , 2023), attentiveness (Zheng et al.…”

“…Second, our study clarifies the double-edged sword effect of TL on TW by introducing the parallel mediators of PWP and JPO. Although TL has been found to improve employee performance (Yuan and Lo, 2018), employee innovative behavior (Zhang et al, 2020), employee creativity (Zhou et al, 2023), attentiveness (Zheng et al, 2022) as well as negatively lead to employee silence (Zhu et al, 2022), previous studies have not explicitly explored the impact of TL on employees' TW. And Xiao et al (2020) advocated considering both the bright side and dark side of TL.…”

“…Most previous studies have viewed TL as a positive construct and explored its positive impact on employee outcomes, including employee performance (Chen and Nadkarni, 2017;Yuan and Lo, 2018), employee innovative behavior (Zhang et al, 2020), employee creativity (Zhou et al, 2023), attentiveness (Zheng et al, 2022) and these studies mainly emphasize an important feature of TL, which is the efficient allocation of time resources among organizations and members. However, a few scholars have questioned whether the sense of urgency and control brought about by TL may negatively influence employee outcomes (Jansen and Kristof-Brown, 2005;Xiao et al, 2020;Zhu et al, 2022).…”

“…Most previous studies have viewed TL as a positive construct and explored its positive impact on employee outcomes, including employee performance (Chen and Nadkarni, 2017; Yuan and Lo, 2018), employee innovative behavior (Zhang et al. , 2020), employee creativity (Zhou et al. , 2023), attentiveness (Zheng et al.…”

The paradoxical effects of high involvement work practices on employees and service outcomes: a trichromatic perspective

“…Secondly, research in Western countries on HIWPs and employee outcomes is extensive, but there is a need for more research in Asian countries like Pakistan ( Ahmad et al, 2020 ; Wang et al, 2022 ; Zhou et al, 2023 ) in order to determine the applicability and adaptability of these practices across different cultures and organizational perspectives. Cultural influences, workplace practices and organizational dynamics, may vary significantly across diverse counties and societies.…”