Examining the Path From Organizational Agility to Organizational Creativity

Abstract

This research addresses the gap in empirical evidence regarding how organizational agility relates to organizational creativity. In increasingly complex, turbulent, and uncertain environments, organizational agility is a critical capability for survival and growth, enabling rapid adaptation and development of innovative solutions. The authors propose a model in which organizational creative capabilities (OCCs) mediate the relationship between organizational agility and perceived output creativity, with organizational playfulness climate acting as a moderator. Preliminary investigations, including analyses of industry reports together with insights from professionals, were conducted to guide the choice of the empirical setting in the creative industries, particularly video games. The study then employed a quantitative approach, collecting data from 96 professionals via an online questionnaire. The results indicate that organizational agility is positively associated with perceived output creativity, both directly and indirectly, through the mediation of OCCs. The results also reveal that a playful organizational climate moderates the relationship between OCCs and perceived output creativity such that OCCs are not associated with creative production when the organizational climate is not playful. Overall, the findings suggest that organizational agility and organizational playfulness climate are crucial for fostering organizational creativity. The study contributes to the literature on organizational creativity and agility, providing empirical evidence of their interplay in a dynamic and competitive industry.