Creative climate and organisational resilience: the mediating role of innovation

Abstract

Purpose – This study aims to investigate the mediation role of innovation between creative climate and organisational resilience. Design/methodology/approach – The study used a cross-sectional design to collect data about the study variables from parastatal managers using self-administered questionnaires. Hierarchical regression and Medigraph were used to test hypotheses. Findings – Creative climate has a significant association with innovation and organisational resilience. Innovation partially mediates the effect of creative climate on organisational resilience. Research limitations/implications – The sample size was small involving only parastatals. The results may be different in an expanded public sector. The study was cross-sectional that is limited in examining long-term effects of creative climate and innovation on organisational resilience. Therefore, a longitudinal study design is proposed for future research. Practical implications – Managers in parastatals need to provide a conducive creative climate that promotes innovations for organisational resilience. Originality/value – The study provides empirical evidence on the mediation role of innovation in the relationship between creative climate and organisational resilience in a public sector. The evidence shows the contribution of innovation in striving for organisational resilience based on the creative climate.

What we know and do not know about organizational resilience

“…For example, resilience can be related to surviving or adapting to: disruptions (Bell, 2002;Horne III & Orr, 1998;Lengnick-Hall et al, 2011;, disasters or catastrophic events ; (Alblas & Jayaram, 2015); challenging conditions (Sutcliffe & Vogus, 2003;Vogus & Sutcliffe, 2007); disturbances (Hollnagel, 2010;Mamouni Limnios et al, 2014;Tillement et al, 2009); threats Dewald & Bowen, 2010) or changes (Fiksel, 2006;Mafabi et al, 2015;. However, some authors consider that these changes can also be opportunities (Ates & Bititci, 2011;Bhamidipaty et al, 2007;Dewald & Bowen, 2010), and resilient organizations take advantage of these opportunities.…”

Effect of Information System Artifacts on Organizational Resilience: A Study among Malaysian SMEs

“…The notion surrounding resilience originated from the area of bio-science and has been utilized in the field of psychology in explaining the capacity of human beings to deal with the pressure of life and improve the capacity to be resilient in order to survive [7,10]. Resilience can be displayed in certain events such as work, personal experience, or disaster situations [11].…”

“…Individual resilience rests on personal life experiences in facing difficult times or situations that the individual faced in his/her lifetime [7]. Individuals mainly engage in resilience behavior when they experience difficult or troublesome situations such as where their survival is at risk; portrayed as protective and lifesaving behaviors [7,10].…”

“…This responsibility behavior, in turn, triggers the developmental mindset in the organizational community and for those organizations engaged in the learning process. Importantly, this enables organizational learning phenomenon to learn from internal situations and from external factors in building the capacity to face adversity in maintaining business as usual [10]. This organizational learning posture learned by the organization leads inevitably into a learning organization [15].…”

Yaratıcı İklim İle Yenilikçi İş Davranışı Arasındaki İlişkide Psikolojik Sermayenin Aracı Rolu: Türkiye’de Çeşitli Sektörlerde Çalışanlar Üzerinde Bir Araştırma

“…Because creativity provides to create novel ideas that will be differences in business structures and processes (Mafabi et al, 2015). It can be assert that climate prevailing in the organization influences organizational and individual behaviors.…”