Muhammad Zeeshan Mirza, Muhammad Izaz Qaiser, Mumtaz Ali Memon
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High-performance work systems, psychological empowerment and creative process engagement: A componential theory of creativity perspective
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.
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.
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