Study the Relationship between Organization Culture and Employee's Creativity in Cultural Organizations : A Case Study

Amiri, Seyed Reza Salehi; Qayoumi, Abbas Ali; Soltani, Mohammad

doi:10.12816/0037563

Cited by 7 publications

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“…It is debated by extant research that organisational culture impacts could reflect either negative or positive outcomes (Karamipour et al, 2015;Mobarakeh, 2011). Nevertheless, how the probable distinct impacts are actually exemplified yet lacks sufficient attention, and therefore, requires a further holistic exploration into the nature of organisational culture from a multidimensional perspective (Amiri et al, 2014). This is important to deepen the insights into what specific organisational culture dimension(s) mirror negative or positive outcomes, and thereby, relate immense significance in engendering employee creativity within the organisation (Batovrina, 2016).…”

Section: Introductionmentioning

confidence: 99%

An organisational culture and trustworthiness multidimensional model to engender employee creativity

Ogbeibu

Senadjki

Peng

2018

AJB

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Purpose The purpose of this paper is to elicit a conceptual understanding of the moderating effect of trustworthiness on the relationship between organisational culture and employee creativity. Design/methodology/approach This study is theoretical in nature and draws conceptual insights from an integration of theoretical and conceptual underpinnings: the competing values framework, trustworthiness from the integrative model of organisational trust and the componential theory of individual creativity. Findings Trustworthiness plays a major role in influencing the degree at which managers engender employee creativity. This study postulates that clan and adhocracy organisational culture dimensions have a positive impact on employee creativity, while market and hierarchy organisational culture dimensions have negative impacts on employee creativity. Employee creativity would be engendered if organisational cultures are tailored towards improving the ability of employees. Engendering of employee creativity is contingent on an acceptable degree of benevolence and integrity expressed between managers and their respective employees. Originality/value By integrating several methodological underpinnings to produce a multidimensional model for engendering employee creativity, from the lens of a supportive organisational culture, this study offers novel insights for both managerial practice and actions.

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Section: Introductionmentioning

confidence: 99%

An organisational culture and trustworthiness multidimensional model to engender employee creativity

Ogbeibu

Senadjki

Peng

2018

AJB

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“…It deals with the novel adaption of philosophies and development of creative ideas by which employees offer authentic and useful solutions that are applicable in a defined social context (Kaufman and Beghetto, 2009; Kozbelt et al , 2010; Ogbeibu et al , 2017). The importance of employee creativity continues to garner attention (Dong et al , 2016; Hsu, 2016), and this is partly due to its growing conflicting findings associated with specific OCs (Amiri et al , 2014; Gupta, 2011; Hogan and Coote, 2014; Mobarakeh, 2011; Yuan and Zhou, 2015). Maitland et al (2015) noted that OC is “the collective effects of the common norms of beliefs, values and behaviours of employees in an organisation to regulate how employees perform and serve customers”.…”

Section: Introductionmentioning

confidence: 99%

“…Thus, leaders who exhibit high ability to coach, communicate and motivate employee performance can inadvertently positively influence employee creativity (Khan and Ahmad, 2012; Ayrancı and Ayrancı, 2015). Extant literature reveal negative and positive relationships between OC and employee creativity (Amiri et al , 2014; Yazdi, 2007; Ogbeibu et al , 2020; Audenaert et al , 2018), whereas Mobarakeh (2011) and Yazdi (2007) find that OC has no significant effect on employee creativity. These investigations indicate a lack of congruence and call for closer inspection.…”

Section: Introductionmentioning

confidence: 99%

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Organisational cultures and the evoked effects of leader ability on employee creativity

Ogbeibu

Senadjki

Gaskin

2020

AJB

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PurposeThis study seeks to investigate how leader ability and diverse organisational cultures (OC) act to influence employee creativity in manufacturing organisations. By leveraging the multifaceted nature of the competing values framework (CVF), this study examines the growing deterioration of employee creativity through the lens of four OC quadrants within the Nigerian manufacturing industry and further investigates how distinct OCs and leader ability can aid to bolster employee creativity. The CVF is a model used to assess organisational cultures, irrespective of their industry, for the overarching purpose of improving organisational performance.Design/methodology/approachThe target population consists of employees of research and development (R&D) and information technology (IT) in the headquarters of 21 manufacturing organisations. Our useable sample consisted of 439 responses from the Nigerian manufacturing industry.FindingsResults indicated that leader ability and adhocracy OC have positive effects on employee creativity. Market and clan OC have negative effects on employee creativity. Likewise, leader ability dampens the effects of adhocracy OC on employee creativity and reinforces the market OC effect on employee creativity.Originality/valueThis study provides novel insights that challenges several controversial and contemporary postulations of extant research which theorise the OC–employee creativity relationships. By leveraging the construct of leader ability, unique contributions are also made to provoke congruence.

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“…corporate social responsibility (Castro-González & Bande, 2019; Chen, 2011). The issue of organizational culture has always been a multidimensional and complex matter that requires further exploration from various perspectives (Amiri et al, 2014).…”

Section: Introductionmentioning

confidence: 99%

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2020

JEMI

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The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNAL The entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNAL Management, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNAL The innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNAL The entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

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Study the Relationship between Organization Culture and Employee's Creativity in Cultural Organizations : A Case Study

Cited by 7 publications

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An organisational culture and trustworthiness multidimensional model to engender employee creativity

An organisational culture and trustworthiness multidimensional model to engender employee creativity

Organisational cultures and the evoked effects of leader ability on employee creativity

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