An organisational culture and trustworthiness multidimensional model to engender employee creativity

Abstract

Purpose The purpose of this paper is to elicit a conceptual understanding of the moderating effect of trustworthiness on the relationship between organisational culture and employee creativity. Design/methodology/approach This study is theoretical in nature and draws conceptual insights from an integration of theoretical and conceptual underpinnings: the competing values framework, trustworthiness from the integrative model of organisational trust and the componential theory of individual creativity. Findings Trustworthiness plays a major role in influencing the degree at which managers engender employee creativity. This study postulates that clan and adhocracy organisational culture dimensions have a positive impact on employee creativity, while market and hierarchy organisational culture dimensions have negative impacts on employee creativity. Employee creativity would be engendered if organisational cultures are tailored towards improving the ability of employees. Engendering of employee creativity is contingent on an acceptable degree of benevolence and integrity expressed between managers and their respective employees. Originality/value By integrating several methodological underpinnings to produce a multidimensional model for engendering employee creativity, from the lens of a supportive organisational culture, this study offers novel insights for both managerial practice and actions.

Human resources development as an element of sustainable HRM – with the focus on production engineers

“…This approach promotes basing an HRM strategy on fostering a culture of trust and cooperation and on developing employee involvement, one component of which is loyalty to one’s employer. The soft approach to HRM aims to achieve adequate financial results, but through the policy of building a good “employer–employee relationship.” A soft strategy – according to the research – is effective in retaining an employee for a longer period of time in an organization and encouraging them to share knowledge, work more productive, act with passion and commitment, generate creative ideas in order to achieve the business goals ( Smaliukienė et al., 2017 ; Ogbeibu et al., 2018 ; Kim and Shin, 2019 ; Meier et al., 2019 ). Recently, significantly more interest in this concept has been observed, but the literature discussing this issue is fragmentary and highly diverse.…”

Inspiring Creativity in Diverse Organizational Cultures: An Expatriate Integrity Dilemma

“…Although, the concepts of OC, employee creativity and integrity have distinctively received numerous attention over the years, much is yet to be done to deepen insights into how expatriate top management leaders (ETML) may deploy their integrity in order to further bolster employee creativity (Ba Banutu-Gomez, 2002; Ogbeibu, Senadjki, & Gaskin, 2018a; Peng & Wei, 2018). Likewise, the literature on what role(s) ETML integrity actually play(s) under distinct OC dimensions is sparse, and thus signals for deeper attention (Blunt & Jones, 1997; Ogbeibu, Senadjki, & Peng, 2018b). While OC, employee creativity and integrity have been individually exemplified across several multinational enterprises (MNEs), ETML yet struggles to drive an increased employee creativity in light of differing influences of disparate OCs (Auernhammer & Hall, 2013; Peng & Wei, 2018).…”

“…The phenomenon of employee creativity occurs at an individual level and deals with the conception of creative ideas, building upon existing philosophies and proffering innovative approaches to produce original solutions (Ogbeibu et al, 2018b). Further, employee creativity is useful for ensuring an organization’s short- and long-term survival (Peng & Wei, 2018).…”

“…In Cameron and Quinn’s (2011) CVF, the clan OC reflects a receptive atmosphere where values of employees are shared among each other. Employees within the clan OC often share values that are similar to those shared within a family (Ogbeibu et al, 2018b). The adhocracy OC mirrors an entrepreneurial workforce where the nature of job is characterized by high levels of creativity.…”

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“…as well as Kavanagh and Ashkanasy (2006) assume that organizational leaders are the key source of influence on organizational culture. In this approach, those are the behaviors of leaders that shape people's reaction to changes and innovations in organizational cultures (Fishman & Kavanagh, 1989;Lundberg, 1988), support creativity and innovation within the organization (Ogbeibu et al, 2018) and promote and consolidate preferred attitudes and practices, e.g. corporate social responsibility (Castro-González & Bande, 2019; Chen, 2011).…”