Examining resilience: the role of creativity-oriented high-performance work practices and role clarity

Abstract

PurposeThe paper aims to highlight the understated role of creativity in R&D organizations by exploring the effect of creativity-oriented high-performance work practices (CHPWPs) on resilience. The moderator effect of role clarity (RC) on the association between CHPWPs and resilience is examined.Design/methodology/approachThe study proposes a simple moderation model to understand the relationship, and specifically hierarchical regression analysis (SPSS 22.0) and SPSS PROCESS Macro has been used to test the hypotheses.FindingsFindings revealed that the implementation of CHPWPs would significantly improve resilience. The benefits of CHPWPs on resilience get compromised as the organizations lay stress on higher levels of RC.Practical implicationsIndian R&D organizations must emphasize upon enhancing resilience through a set of CHPWPs. Rather than laying greater stress on RC, these organizations should build a creative climate characterized by experimentation, freedom and a free flow of ideas.Originality/valueThe current study makes a valuable contribution by highlighting the importance of creativity and resilience in organizations. Although conceptual studies highlight the importance of creativity in R&D organizations, this has been was greatly neglected. The current study adds value to the existing literature by deepening the authors’ understanding of the role of CHPWPs in enhancing resilience, the latter being a subject of huge focus of organizations during the pandemic.

Impact Of Digital Leadership on Small Medium Enterprises Resilience: The Mediating Role of Employee Creativity

“…Mafabi et al (2015) show that creative climate has a significant association with innovation and organisational resilience. Aparna & Sahney (2022) found that creativity significantly improves resilience. Qualitative study by Protogerou et al (2022) explored more deeply the conceptual framework of firm resilience.…”

“…Consistent with the principles of the resource-based theory (RBT), an organization's capacity to exhibit resilience is a critical resource that can be systematically cultivated and nurtured over time. The capacity to withstand and recover from disruptive circumstances is contingent upon both the individual and the organization (Aparna et al, 2022). It is imperative that its members possess individual resilience in order for an organization to achieve resilience (Lengnick-Hall et al, 2011).…”

“…For the time being, resilience has entered into a strategic setting, because organizations are charged with being adaptive and growing, while facing unprecedented turbulence. Although several organizations have attempted to increase their resilience capacity, many have failed to survive the challenges (Aparna & Sahney, 2022). To address this theoretical gap, this study constructs a theoretical model to test the influence of digital leadership on SMEs resilience, in order to understand the influence of digital leadership on SMEs resilience, and how digital leadership may support the resilience in Indonesian SME.…”

“…According to the RBT, an organization's capacity for resiliency is a vital resource that can be cultivated and nurtured over time. Individuals and organizations are both capable of being resilient to disruptive events (Aparna et al, 2022).…”

Strengthening resilience in organizations through creativity

“…These issues are especially significant in firms where R&D is paramount. Aparna and Sahney (2023) therefore explore the relationships further in a study of R&D organizations in India. Government investment into R&D has been relatively stagnant over recent decades and not in proportion to India's economic growth.…”