Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Creativity-oriented HRM and organizational creativity in China

Creativity-oriented HRM and organizational creativity in China The purpose of this paper is to develop a measurement of creativity-oriented HRM systems that improve organizational creativity. This paper also aims to explore the mechanisms between them by investigating the mediating role of innovative culture and the moderating role of customer orientation.Design/methodology/approachThe study uses a sample of 82 knowledge-intensive companies with 780 respondents consisting of 145 HR professionals, 512 core knowledge workers and 123 top managers in China. Exploratory factor analysis, confirmatory factor analysis and regression analysis are used to validate the measure of creativity-oriented HRM systems and test hypotheses.FindingsThis study finds that creativity-oriented HRM systems are composed of three dimensions, which are creative skill-enhancing practices, intrinsic motivation-enhancing practices and empowerment-enhancing practices. These practices significantly improve organizational creativity through innovative culture. Furthermore, customer orientation moderates the effect of innovative culture on organizational creativity in such a way that the positive relationship is stronger when customer orientation is high.Originality/valueThis study contributes to the strategic human resource management literature by developing and validating a measure of creativity-oriented HRM systems. Moreover, it also explores the mechanism between creativity-oriented HRM systems and organizational creativity based on a complementary perspective of innovativeness, which underlines the important mediating effect of innovative culture. More importantly, the authors propose the significance of absorbing knowledge and information from customers and put forward the moderating role that customer orientation plays, especially in an emerging country context such as China. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Manpower Emerald Publishing

Creativity-oriented HRM and organizational creativity in China

Download PDF
16 pages

Loading next page...
 
/lp/emerald-publishing/creativity-oriented-hrm-and-organizational-creativity-in-china-hJmJGaozpV
Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0143-7720
DOI
10.1108/ijm-05-2016-0108
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to develop a measurement of creativity-oriented HRM systems that improve organizational creativity. This paper also aims to explore the mechanisms between them by investigating the mediating role of innovative culture and the moderating role of customer orientation.Design/methodology/approachThe study uses a sample of 82 knowledge-intensive companies with 780 respondents consisting of 145 HR professionals, 512 core knowledge workers and 123 top managers in China. Exploratory factor analysis, confirmatory factor analysis and regression analysis are used to validate the measure of creativity-oriented HRM systems and test hypotheses.FindingsThis study finds that creativity-oriented HRM systems are composed of three dimensions, which are creative skill-enhancing practices, intrinsic motivation-enhancing practices and empowerment-enhancing practices. These practices significantly improve organizational creativity through innovative culture. Furthermore, customer orientation moderates the effect of innovative culture on organizational creativity in such a way that the positive relationship is stronger when customer orientation is high.Originality/valueThis study contributes to the strategic human resource management literature by developing and validating a measure of creativity-oriented HRM systems. Moreover, it also explores the mechanism between creativity-oriented HRM systems and organizational creativity based on a complementary perspective of innovativeness, which underlines the important mediating effect of innovative culture. More importantly, the authors propose the significance of absorbing knowledge and information from customers and put forward the moderating role that customer orientation plays, especially in an emerging country context such as China.

Journal

International Journal of Manpower – Emerald Publishing

Published: Jul 18, 2019

Keywords: Customer orientation; Innovative culture

References

  • Breakthrough? China’s and India’s transition from production to innovation
    Altenburg, T.; Schmitz, H.; Stamm, A.
  • Innovation and creativity in organizations: a state-of-the-science review, prospective commentary, and guiding framework
    Anderson, N.; Potočnik, K.; Zhou, J.
  • Breadth of external knowledge sourcing and product innovation: the moderating role of strategic human resource practices
    Ardito, L.; Petruzzelli, A.M.
  • Understanding HRM–firm performance linkages: the role of the “strength” of the HRM system
    Bowen, D.E.; Ostroff, C.
  • An expert HR system for aligning organizational culture and strategy
    Cabrera, E.F.; Bonache, J.
  • Internal capabilities and external knowledge sources: complements or substitutes for innovative performance?
    Caloghirou, Y.; Kastelli, I.; Tsakanikas, A.
  • Flexibility-oriented HRM systems, absorptive capacity, and market responsiveness and firm innovativeness
    Chang, S.; Gong, Y.; Way, S.A.; Jia, L.
  • Do high-commitment work systems affect creativity? A multilevel combinational approach to employee creativity
    Chang, S.; Jia, L.; Takeuchi, R.; Cai, Y.
  • Unpacking the black box: understanding the relationship between strategy, HRM practices, innovation and organizational performance
    Chowhan, J.
  • Marketing resources, performance, and competitive advantage: a review and future research directions
    Davcik, N.S.; Sharma, P.
  • Measuring market orientation: generalization and synthesis
    Deshpandé, R.; Farley, J.U.
  • Studying organizational creativity as process: fluidity or duality?
    Fortwengel, J.; Schüßler, E.; Sydow, J.
  • The effect of market orientation and its components on innovation consequences: a meta-analysis
    Grinstein, A.
  • A brief tutorial on the development of measures for use in survey questionnaires
    Hinkin, T.R.
  • High-performance work practices and organizational creativity during organizational change: a collective learning perspective
    Jeong, I.; Shin, S.J.
  • Does HRM facilitate employee creativity and organizational innovation? A study of Chinese firms
    Jiang, J.; Wang, S.; Zhao, S.
  • How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms
    Jiang, K.; Lepak, D.P.; Hu, J.; Baer, J.C.
  • Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation
    Kuvaas, B.
  • The HR system, organizational culture, and product innovation
    Lau, C.M.; Ngo, H.Y.
  • Knowledge management enablers, processes, and organizational performance: an integrative view and empirical examination
    Lee, H.; Choi, B.
  • A conceptual review of human resource management systems in strategic human resource management research
    Lepak, D.P.; Liao, H.; Chung, Y.; Harden, E.E.
  • Transformational leadership dimensions and employee creativity in China: a cross-level analysis
    Li, C.; Zhao, H.; Begley, T.M.
  • Product innovations in emerging economies: the role of foreign knowledge access channels and internal efforts in Chinese firms
    Li, J.; Chen, D.; Shapiro, D.M.
  • The effect of human resource management control systems on the relationship between knowledge management strategy and firm performance
    Liao, Y.S.
  • Human resource systems, employee creativity, and firm innovation: the moderating role of firm ownership
    Liu, D.; Gong, Y.; Zhou, J.; Huang, J.C.
  • The effect of market orientation on product innovation
    Lukas, B.A.; Ferrell, O.C.
  • Why do high-performance human resource practices matter for team creativity? The mediating role of collective efficacy and knowledge sharing
    Ma, Z.; Long, L.; Zhang, Y.; Zhang, J.; Lam, C.K.
  • Rewards and employee creative performance: moderating effects of creative self‐efficacy, reward importance, and locus of control
    Malik, M.A.R.; Butt, A.N.; Choi, J.N.
  • A framework for the human resources role in managing culture in mergers and acquisitions
    Marks, M.L.; Mirvis, P.H.
  • Building organisational culture that stimulates creativity and innovation
    Martins, E.C.; Terblanche, F.
  • Unlocking the black box: exploring the link between high-performance work systems and performance
    Messersmith, J.G.; Patel, P.C.; Lepak, D.P.; Gould-Williams, J.S.
  • Work characteristics, challenge appraisal, creativity, and proactive behavior: a multi‐level study
    Ohly, S.; Fritz, C.
  • SPSS and SAS procedures for estimating indirect effects in simple mediation models
    Preacher, K.J.; Hayes, A.F.
  • Examining the relationship between creativity and innovation: a meta-analysis of organizational, cultural, and environmental factors
    Sarooghi, H.; Libaers, D.; Burkemper, A.
  • Do high-involvement HRM practices matter for worker creativity? A cross-level approach
    Shin, S.J.; Jeong, I.; Bae, J.
  • What makes small-and medium-sized enterprises promote organizational creativity: the contingency perspective
    Shin, S.Y.; Park, W.W.; Lim, H.S.
  • A meta-analytic investigation of the relationship between HRM bundles and firm performance
    Subramony, M.
  • Alternative approaches to the employee-organization relationship: does investment in employees pay off?
    Tsui, A.S.; Pearce, J.L.; Porter, L.W.; Tripoli, A.M.
  • Individuals and organizations: the cultural match
    Wallach, E.J.
  • The effects of creative problem solving training on creativity, cognitive type and R&D performance
    Wang, C.W.; Horng, R.Y.
  • Work enrichment and employee voice in human resource management-performance studies
    Wood, S.J.; Wall, T.D.
  • Toward a theory of organizational creativity
    Woodman, R.W.; Sawyer, J.E.; Griffin, R.W.
  • Explaining task performance and creativity from perceived organizational support theory: which mechanisms are more important?
    Yu, C.; Frenkel, S.J.
  • Linking empowering leadership and employee creativity: the influence of psychological empowerment, intrinsic motivation, and creative process engagement
    Zhang, X.; Bartol, K.M.
  • Market orientation, creativity, and new product performance in high-technology firms
    Im, S.; Workman, J.P.