Drawing on self-determination theory, we proposed and tested a cross-level model of how perceived creativity-oriented high-performance work systems (HPWS) influence customer satisfaction. Data were obtained from frontline employees (FLEs), their managers, and branch records of two organizations (retail bank and cosmetics) in Lithuania. Results of multilevel structural equation modeling analyses revealed partial support for our model. Although perceived creativity-oriented HPWS related to creative performance at the individual level, this effect was mediated solely by need satisfaction and not by creative process engagement nor by a serial mediation of both variables as we hypothesized. However, as we did hypothesize, average branch creative performance related to branch customer satisfaction. We interpret our findings as underscoring the utility of perceived creativity-oriented HPWS in fostering FLEs' creative performance and ultimately, customer satisfaction.

This study extends research on creativity by exploring the boundary conditions of the creativity-job effectiveness relationship. Building on social exchange theory, we argue that the extent to which employee creativity is related to sales-an objective work effectiveness measure-depends on the quality of leader-member exchange (LMX). We hypothesize that the relationship between creativity and sales is significant and positive when LMX is high, but not when LMX is low. Hierarchical linear modelling analysis provided support for the interaction hypothesis in a sample of 151 sales agents and 26 supervisors drawn from both pharmaceutical and insurance companies. Results showed that sales agents who were more creative generated higher sales only when they had high-quality LMX. An ad hoc qualitative study provided a more detailed understanding of the moderator role played by LMX.

Objective. To determine whether 2-dimensional or 3-dimensional hepatic visualization is better for the medical students to be used while studying the clinical hepatic anatomy. Material and methods. Twenty-nine patients who underwent surgical intervention due to focal hepatic pathology at the Department of General Surgery, University of Heidelberg, and at Clinics of Santariškės, Vilnius University Hospital were included in the retrospective cohort study. Before the surgical intervention, the computed tomography (CT) liver scan and 3- dimensional (3D) hepatic visualization were performed. A total of 58 2-dimensional and 3- dimensional digital liver images, mixed up in random sequence not to follow each other with a specially designed questionnaire, were presented to the students of Faculty of Medicine, Vilnius University. Their aim was to determine tumor-affected liver segments, to plan which liver segments should be resected, and to predict anatomical difficulties for liver resection. Results were compared with the data of real operation. Results. The students achieved better results for tumor localization analyzing 3D liver images vs. CT scans. This was especially evident determining the localization of tumor in segments 5, 6, 7, and 8 (P<0.05). Furthermore, the results of proposed extent of liver resection have been found to be better with 3D visualization (mean±SD – 0.794±0.175) in comparison with CT scans (mean±SD – 0.670±0.200), (P<0.001). Conclusions. Computer-generated 3D visualizations of the liver images helped the medical students to determine the tumor localization and to plan the prospective liver resection operations more precisely comparing with 2D visualizations. Computer-generated 3D visualization should be used as a means of studying liver anatomy.

Challenging the dominant view that individual psychological ownership (IPO) is only relevant at the individual and collective psychological ownership (CPO) at the group level, we developed a multilevel model of psychological ownership. We distinguished theoretically and empirically between two types of ownerships and test how IPO and CPO effect individual and team behaviours. Data were obtained across three-time points from 186 members and their managers in 39 project teams from multiple countries. Results revealed that, at the individual level, both IPO and CPO were positively related to individual engagement which, in turn, related to individual creativity. However at the group level, group-mean IPO was negatively related to team engagement, while groupmean CPO was positively related to team engagement. Team engagement, in turn, was positively related to team creativity. This study sheds light on IPO and CPO as being independent constructs with distinct positive and negative effects on individual and team processes and outcomes.

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