Organizational identification perceptions and millennials' creativity: testing the mediating role of work engagement and the moderating role of work values

Hui, Li; Wang, Qun; Nazir, Sajjad; Zhao, Meiqi; Asadullah, Muhammad Ali; Khadim, Sahar

doi:10.1108/ejim-04-2020-0165

Cited by 41 publications

(53 citation statements)

References 70 publications

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“…Therefore, in today’s dynamic environment, the prime focus of organizations has shifted in identifying various ways of being creative (products and services) as it is essential for them to compete with their rivals (Alzghoul et al , 2018). Past studies have identified organizational identification and work engagement (Hui et al , 2020), social media usage, participative leadership (Chen et al , 2020) and resilience (Anser et al , 2020) as the predictors of EC. McAllister (1995) highlighted the importance of trust in developing unique and valuable ideas (EC).…”

Section: Theorizing and Hypotheses Developmentmentioning

confidence: 99%

Unleashing the mechanism between affect-based trust and employee creativity: a knowledge sharing perspective

Islam

Chaudhary

Jamil

et al. 2021

GKMC

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Purpose Creativity has become essential for organizations to remain competitive. Therefore, this paper aims to investigate the intervening role of knowledge sharing between affect-based trust and employee creativity. The study further investigates perceived organizational support as a conditional factor on the association between affect-based trust and employee creativity. Design/methodology/approach The study tackled the issue of common method variance by collecting data in dyads. Specifically, the study collected data from 368 employees and their supervisors working in various organizations in Pakistan through Google Forms in two waves. In the first wave, employees were approached on a convenience basis, whereas, in the second wave, data from their supervisors were collected. Findings Structural equation modeling was applied to test hypotheses. The study noted knowledge sharing as a mediator between affect-based trust and employee creativity. The study also noted that individuals with high perceptions of organizational support are more likely to strengthen the association between affect-based trust and knowledge sharing. Practical implications This study suggests management work on their employees’ affect-based trust-building. Employees who have relationships based on affect-based trust feel safe and are less afraid of being criticized for sharing their ideas and thoughts. This positively contributes to developing a cooperative environment which becomes the base for employee creativity. Originality/value Past studies have examined the association between general trust and employee creativity. To this backdrop, this study highlighted the importance of affect-based trust toward employee creativity. More specifically, drawing upon social exchange, this study is the first of its kind that examined the mediating role of knowledge sharing between affect-based trust and employee creativity, where perceived organizational support is examined as a conditional variable between affect-based trust and knowledge sharing.

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Section: Theorizing and Hypotheses Developmentmentioning

confidence: 99%

Unleashing the mechanism between affect-based trust and employee creativity: a knowledge sharing perspective

Islam

Chaudhary

Jamil

et al. 2021

GKMC

View full text Add to dashboard Cite

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“…Thus, it is necessary to build a system and culture in which employee engagement can be maintained continuously and it is important to create participation opportunities for various programs to foster learning experiences and relationships among members. Therefore, leaders and HR managers should manage in ways that improve the level of incumbent employee engagement rather than hiring members of the organization who are enthusiastic about their job (Hui, Qun, Nazir, Mengyu, Asadullah and Khadim, 2020). If leaders and HR managers understand the concept of employee engagement accurately through integrated conceptual models, they can more effectively deliberate on which strategies meet the individual needs and well-being of employees to improve efficiency and performance.…”

Section: Discussionmentioning

confidence: 99%

Developing a measurement scale for employee engagement: a validation study in a South Korean context

Kim

et al. 2021

EJTD

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Purpose The purpose of this paper is to develop a reliable and valid measurement scale of employee engagement that can be used in human resources departments in any industry field. Design/methodology/approach This study used the measurement development process with three steps. The first step was to generate items for measuring employee engagement. For this reason, the authors proposed an integrated conceptual model based on the results of a literature review and justify the concepts from self-determination theory and person-environment fit theory as the theoretical foundation. The second step was to determine the types of questions suitable for measurement, examining the content validity. Content validity was conducted two times by the group, academic experts and business practitioners. The last step was to examine the exploratory factor analysis (EFA), confirmatory factor analysis (CFA), multi-group analysis and reliability with 352 survey responses from the South Korean business context. Findings Findings of the measurement scale development procedure, i.e. employee engagement, should be managed in a balanced manner in all dimensions, as it is composed of four dimensions (person engagement, work engagement, organization engagement and relation engagement) and 16 sub-factors. Additionally, organization engagement was the major factor among the four dimensions of employee engagement with the highest variance explanation. From the statistical standpoint, the employee engagement scale (EES) is possible to use in any industry field because it demonstrated not only content validity and internal consistency reliability but also the three steps of factor analysis (EFA, CFA and multi-group analysis). Research limitations/implications This survey was conducted with an assistant manager located in Korea. Therefore, it will be necessary to analyze both leader and employee engagement for those who live in foreign countries. The EES is useful to leaders and human resource managers because it is applicable to managing engagement levels of employees and fosters customized training programs. Originality/value This is the first study to develop measurement tools for employee engagement in South Korea. In addition, most studies demonstrated that individual feeling was valued to drive employee engagement. This research, however, proposes an extended concept of employee engagement for four dimensions (person, work, relation and organization) and emphasizes the important relationship between individuals and colleagues in an organization. Based on these results, a theoretically integrated model of employee engagement was developed and a practically valid measurement tool for capturing comprehensive domains of employee engagement was proposed.

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“…Such nested creativity within an organization was also addressed with the notion of person-environment fit (Wang and Wang, 2018 ), suggesting that the congruency between supportive environment for creativity of an organization and creativity of employees improved the process and outcome of NPD. The study of Hui et al ( 2020 ) on the creativity of millennials also demonstrated that the overlapped identities between self and organization led to the creativity of employees agreeing with the innovation orientation of their organization (i.e., novelty and meaningfulness). Creativity was also captured in multiple levels along with the role of team leaders, job characteristics, and organizational identification (Liu et al, 2021 ).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 95%

Product Creativity as an Identity Issue: Through the Eyes of New Product Development Team Members

Park

Suzuki

2021

Front. Psychol.

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In this study, we introduce a concept of product identification that denotes the overlap between identities of a new product and its developer. As creativity is the most important identity dimension in the new product, we draw on two dimensions of creativity: novelty and meaningfulness. According to the argument that novelty represents exploration, whereas meaningfulness represents exploitation, we hypothesize that product novelty is associated with an explorative behavior of new product team members, while product meaningfulness is associated with exploitative behavior. More importantly, product identification is proposed as the mechanism that explains the amplification effect of product identity on team members. Based on survey data collected from 200 Japanese new product development (NPD) team members, we conduct a statistical analysis to test the hypotheses. The findings demonstrate the alignment between the identity of a new product and the behaviors of the NPD members, which is amplified by product identification but not by organizational identification.

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Organizational identification perceptions and millennials' creativity: testing the mediating role of work engagement and the moderating role of work values

Cited by 41 publications

References 70 publications

Unleashing the mechanism between affect-based trust and employee creativity: a knowledge sharing perspective

Unleashing the mechanism between affect-based trust and employee creativity: a knowledge sharing perspective

Developing a measurement scale for employee engagement: a validation study in a South Korean context

Product Creativity as an Identity Issue: Through the Eyes of New Product Development Team Members

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