Continuous improvement competence, employee creativity, and new service development performance: A frontline employee perspective

Yang, Yefei; Lee, Peter K.C.; Cheng, T.C.E.

doi:10.1016/j.ijpe.2015.08.006

Cited by 102 publications

(93 citation statements)

References 93 publications

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“…Specifically, the indirect effect of individual‐focused TFL on creativity found in this study suggests that leader behaviors such as providing customized coaching and setting high expectations may not necessarily lead directly to employee creativity. Rather, the leader can provide opportunities for individual team members to develop the task‐related knowledge and capabilities needed for creativity, which then prepare and enable them to step up to the creativity work requirements and to more effectively produce creative outcomes (e.g., Anderson et al, ; Choi, ; Yang et al, ). These findings advance our understanding of the developmental processes that occur between TFL behaviors and individual outcomes.…”

Section: Discussionmentioning

confidence: 99%

Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual‐focused transformational leadership

et al. 2016

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Summary Addressing the challenges faced by team leaders in fostering both individual and team creativity, this research developed and tested a multilevel model connecting dual‐focused transformational leadership (TFL) and creativity and incorporating intervening mechanisms at the two levels. Using multilevel, multisource survey data from individual members, team leaders, and direct supervisors in high‐technology firms, we found that individual‐focused TFL had a positive indirect effect on individual creativity via individual skill development, whereas team‐focused TFL impacted team creativity partially through its influence on team knowledge sharing. We also found that knowledge sharing constituted a cross‐level contextual factor that moderated the relationship among individual‐focused TFL, skill development, and individual creativity. We discuss the theoretical and practical implications of this research and offer suggestions for future research. Copyright © 2016 John Wiley & Sons, Ltd.

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Section: Discussionmentioning

confidence: 99%

Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual‐focused transformational leadership

et al. 2016

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“…Management commitment mediator was adapted from Anand et al (2012), Swartling and Poksinska (2013) and Habtoor (2016). Researchers assert the need to engage personnel in CI through design of the appropriate rewards and recognition system for employees that participate in CI projects (Sabella et al, 2014;Yang et al, 2014;Habtoor, 2016). To ensure strategic alignment of CI and its ability to achieve declared goals, it is important to develop a system of goals for the improvement initiative (Kaynak, 2003;Sabella et al, 2014;Galeazzo et al, 2016).…”

Section: Soft and Hard Organizational Practicesmentioning

confidence: 99%

Continuous improvement and organizational practices in service firms: Exploring impact on cost reduction

Koval¹,

Nabareseh²,

Stankalla³

et al. 2019

Serb J Management

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A growing importance of services sectors for global trade invokes the question of how to combat the innate complexity and inefficiency of service operations. As a response to the growing request for enhancement of service efficiency, companies implement Continuous Improvement (CI) initiatives to reduce costs of operations. However, the researchers failed to reach consensus on the effect of CI operations efficiency in non-manufacturing environment. Thus, the proposed study attempts to answer an important question of impact of CI on cost reduction in the services environment by applying Structural Equation Modeling to the 304 survey responses collected in the course of the study. Furthermore, the research investigates how organizational practices impact relationship between CI and cost reduction. The study suggests that CI itself is unable to reduce costs and requires a support of multiple organizational practices, such as Rewards and Recognition of Employees, Quality Culture, Employee Training and Goal setting, to obtain the benefits of cost reduction. Consequently, the research results allow for a conclusion with a vast practical implication that there is need to develop a comprehensive infrastructure of organizational practices to support CI in order to attain cost reduction. The research findings provide recommendations for CI implementation and investment prioritization in service organizations.

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“…Job embeddedness has numerous strands that tie an employee and his or her family in a social, psychological, and financial web that includes work and non-work friends, coworkers and groups, the community, and the physical environment in which he or she lives. This connection helps an employee to engage in extra role behaviours as he/she thinks that the prospects for continuing employment with this company are excellent which leads employee to reciprocate what the organization has given him/her [20], [18].…”

Section: Job Embeddedness and Innovative Work Behaviourmentioning

confidence: 99%

The Mediating Effect of Exploitative and Explorative Learning on the Relationship Between Job Embeddedness and Innovative Work Behavior

Bibi¹,

Jadoon²

2018

SJBM

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It is the people and not the organizations that innovate and make a difference. Research has shown that thinking and implementing novel and useful ideas is one of the most difficult tasks for the employees and among many factors contributing to foster it, the role of job embeddedness has received little attention. This study draws on Organizational Ambidexterity Learning theory and Job Embeddedness Theory to conceptualize and confirm the relationship between job embeddedness, innovative work behaviour, and employee learning in the setting of frontline service employees. Data were collected from 437 frontline service employees in Pakistan. Consistent with the study's predictions, both on-and off-the-job embeddedness were related with explorative learning, and innovative work behaviour. Furthermore, an employee's learning mediated the effects of on-and off-the-job embeddedness on innovative work behaviour whereas explorative learning showed non-significant effects on innovative work behaviour. These findings provide several meaningful insights for future research and managerial practices.

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Continuous improvement competence, employee creativity, and new service development performance: A frontline employee perspective

Cited by 102 publications

References 93 publications

Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual‐focused transformational leadership

Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual‐focused transformational leadership

Continuous improvement and organizational practices in service firms: Exploring impact on cost reduction

The Mediating Effect of Exploitative and Explorative Learning on the Relationship Between Job Embeddedness and Innovative Work Behavior

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