Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing

Ma, Zixiang; Long, Lirong; Zhang, Yong; Zhang, Junwei; Lam, Catherine K.

doi:10.1007/s10490-017-9508-1

Cited by 106 publications

(127 citation statements)

References 84 publications

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“…A number of related reasons include the developments in the fields of HRM and IHRM where the present debate is linked to the contribution of the HR function towards organizational performance (e.g., Chow, Teo, & Chew, 2013;Gerrard & Lockett, 2018;Kim & Sung-Choon, 2013;Ma, Long, Zhang, Zhang, & Lam, 2017) (to what extent this is valid for firms operating in the Middle East?) and the convergence-divergence thesis (to what extent HRM in the Middle East is converging-diverging with other parts of the world) respectively; growing interest of businesses, researchers and policy makers in the region as it continues to economically grow amidst of socio-political and security-related developments, some of which are still unfolding; there are regular calls for such analysis for the under-researched parts of the world (e.g., Gao, Zuzul, Jones, & Khanna, 2017); and the influence of the unique socio-cultural and the rapidly changing institutional set-up of the Middle East (e.g., the nationalization programs being pursued dealing with recruitment and development of citizens to increase their employability, thereby reducing the country's dependence on an expatriate workforce) is not yet adequately researched.…”

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confidence: 99%

The state of HRM in the Middle East: Challenges and future research agenda

et al. 2018

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Based on a robust structured literature analysis, this paper highlights the key developments in the field of human resource management (HRM) in the Middle East. Utilizing the institutional perspective, the analysis contributes to the literature on HRM in the Middle East by focusing on four key themes. First, it highlights the topical need to analyze the context-specific nature of HRM in the region. Second, via the adoption of a systematic review, it highlights state of development in HRM in the research analysis set-up. Third, the analysis also helps to reveal the challenges facing the HRM function in the Middle East. Fourth, it presents an agenda for future research in the form of research directions. While doing the above, it revisits the notions of Buniversalisticâ nd Bbest practice^HRM (convergence) versus Bbest-fit^or context distinctive (divergence) and also alternate models/diffusion of HRM (crossvergence) in the Middle Eastern context. The analysis, based on the framework of cross-national HRM comparisons, helps to make both theoretical and practical implications.

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confidence: 99%

The state of HRM in the Middle East: Challenges and future research agenda

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“…This multilevel design also benefits creativity literature. A more fine‐grained, organization‐team interface perspective for creativity research has been scarce and called for by scholars (Anderson et al, ; Ma et al, ). By responding to this call, our study shows how a multilevel analysis enables us to develop a more comprehensive view of how organizational contextual factors foster team creativity.…”

Section: Discussionmentioning

confidence: 99%

“…ability, motivation, and opportunity, China, high-involvement work systems, involvement climate, shared leadership, team creativity dles were not related to team creativity (Ma et al, 2017). In addition, HIWS was assumed to imply high commitment, which was not,…”

Section: Introductionmentioning

confidence: 98%

“…However, not all human resource (HR) practices in HPWS are beneficial to employees if they are performance‐oriented in terms of the firm without being employee‐oriented at the same time. Indeed, according to one of the few studies concerning HRM and team creativity, certain HPWS bundles were not related to team creativity (Ma et al, ). In addition, HIWS was assumed to imply high commitment, which was not, conversely, assumed to imply HIWS; this is because higher commitment can be pursued entirely through employment practices without changing the structure of work and enhancing job autonomy or the scope for initiative (Boxall & Macky, ).…”

Section: Introductionmentioning

confidence: 99%

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The effects of high‐involvement work systems and shared leadership on team creativity: A multilevel investigation

Song

Cooke

2019

Human Resource Management

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Understanding how to effectively stimulate creative potential in the workplace through strategic human resource management (HRM) practices is critical to enhancing organizational competitiveness. This study investigates the effects of high‐involvement work systems (HIWS) on team creativity in terms of ability–motivation–opportunity theory and a team input–process–output model. It draws on a data set consisting of 668 employees from 112 teams in 41 organizations in China. The results reveal that HIWS are positively related to team creativity, not only directly, but also indirectly through a sequential mediating mechanism of involvement climate and shared leadership. We argue that when employees are placed in an autonomous work environment underpinned by HIWS, they will be more likely to be involved in creative activities and engage in mutual influence behaviors in their work teams, and lead each other to achieve a higher level of creativity. Our study extends the knowledge on strategic HRM/HIWS, shared leadership, and creativity.

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“…To understand the circumstances in which perceptions of work overload might be less likely to diminish creative behaviours, we first acknowledge that excessive workloads may diminish creativity for both ability and motivation reasons (Amabile, ; Kobe & Goller, ; Ma, Long, Zhang, Zhang, & Lam, ). That is, exposure to excessive workloads could undermine employees' beliefs that they have the capability to contribute successfully to their organization's well‐being through their creative activities, as well as thwart their intrinsic motivation to undertake these activities (Altaf & Awan, ; Chen et al, ).…”

Section: Introductionmentioning

confidence: 99%

Reducing the harmful effect of work overload on creative behaviour: Buffering roles of energy‐enhancing resources

Clercq

Belausteguigoitia

2018

Creat Innov Manage

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This study investigates how employees' perceptions of work overload might reduce their creative behaviours and how this negative relationship might be buffered by employees' access to three energy‐enhancing resources: their passion for work, their ability to share emotions with colleagues, and their affective commitment to the organization. Data from a manufacturing organization reveal that work overload reduces creative behaviour, but the effect is weaker with higher levels of passion for work, emotion sharing, and organizational commitment. The buffering effects of emotion sharing and organizational commitment are particularly strong when they combine with high levels of passion for work. These findings indicate how organizations marked by adverse work conditions, due to excessive workloads, can mitigate the likelihood that employees avoid creative behaviours.

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Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing

Cited by 106 publications

References 84 publications

The state of HRM in the Middle East: Challenges and future research agenda

The state of HRM in the Middle East: Challenges and future research agenda

The effects of high‐involvement work systems and shared leadership on team creativity: A multilevel investigation

Reducing the harmful effect of work overload on creative behaviour: Buffering roles of energy‐enhancing resources

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