High-performance work systems, psychological empowerment and creative process engagement: A componential theory of creativity perspective

IF 3.7 3区管理学 Q2 MANAGEMENT

Creativity and Innovation Management Pub Date : 2023-12-21 DOI:10.1111/caim.12585

Muhammad Zeeshan Mirza, Muhammad Izaz Qaiser, Mumtaz Ali Memon

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引用次数: 0

Abstract

Drawing on componential theory of creativity, this study investigates the impact of high-performance work systems (HPWS) on psychological empowerment (PE) and creative process engagement (CPE). It also examines the mediating role of PE between HPWS and CPE. Additionally, the study investigates the moderating role of leader–member exchange (LMX) between HPWS, PE and CPE. Data were collected from 233 construction industry employees. The partial least squares-structural equation modelling (PLS-SEM) and SPSS were used to test the measurement model and proposed hypotheses. The results indicate that HPWS has a positive impact on both CPE with PE, and PE has a positive influence on CPE. Moreover, PE mediates the relationship between HWPS and CPE. The indirect association between HPWS and CPE is conditioned at different levels of LMX. Until now, little attention has been paid to linking HPWS, PE and CPE; the study filled this important gap in the current literature. Importantly, this is the first study that confirms that LMX is a boundary condition between HPWS, PE and CPE relationships.

查看原文本刊更多论文

高绩效工作系统、心理授权和创造性过程参与：创造力构成理论视角

本研究以创造力构成理论为基础，探讨了高绩效工作系统（HPWS）对心理授权（PE）和创造过程参与（CPE）的影响。本研究还探讨了 PE 在 HPWS 和 CPE 之间的中介作用。此外，本研究还探讨了领导-成员交流（LMX）在 HPWS、PE 和 CPE 之间的调节作用。研究收集了 233 名建筑行业员工的数据。研究采用偏最小二乘法-结构方程模型（PLS-SEM）和 SPSS 来检验测量模型和提出的假设。结果表明，HPWS 对 CPE 和 PE 均有积极影响，而 PE 对 CPE 有积极影响。此外，PE 对 HWPS 和 CPE 之间的关系起中介作用。HPWS 与 CPE 之间的间接关系受 LMX 不同水平的制约。迄今为止，人们很少关注 HPWS、PE 和 CPE 之间的联系；本研究填补了当前文献中的这一重要空白。重要的是，这是第一项证实 LMX 是 HPWS、PE 和 CPE 关系之间边界条件的研究。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Creativity and Innovation Management MANAGEMENT-

CiteScore

7.70

自引率

11.40%

发文量

期刊介绍： Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.