The impact of knowledge and motivation management on creativity

The impact of knowledge and motivation management on creativity PurposeThe purpose of this paper is to analyze the influence that two variables related to human resources (HR) have on employee creativity – namely, knowledge management (KM) and motivation management (MM).Design/methodology/approachThe linear regression analyses are based on a sample of 306 employees from 11 Spanish companies belonging to three innovative clusters. In addition, “creativity” is considered an antecedent of technological innovation.FindingsKM and intrinsic MM are shown to inform creativity, whereas extrinsic MM has no such effect.Practical implicationsAlthough this study is based on cross-sectional data, the findings might induce researchers to investigate the effects of other HR variables, such as the types of relations between employees and their long-term impact on creativity. Management should encourage KM and intrinsic MM across employees, as the results indicate that tacit KM, explicit KM and intrinsic MM encourage a positive attitude toward creativity among employees.Originality/valueThe main contribution is new empirical evidence on the joint influence of aptitudes (KM) and attitudes (MM) on employee creativity. In addition, the study includes a key measure of employee creativity. The evidence reveals the types of KM and MM that encourage or inhibit creative employee behavior. The results show that once employees have reached a medium-high level of extrinsic MM, creativity will be affected solely by intrinsic MM. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Employee Relations: An International Journal Emerald Publishing

The impact of knowledge and motivation management on creativity

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0142-5455
DOI
10.1108/ER-05-2016-0096
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to analyze the influence that two variables related to human resources (HR) have on employee creativity – namely, knowledge management (KM) and motivation management (MM).Design/methodology/approachThe linear regression analyses are based on a sample of 306 employees from 11 Spanish companies belonging to three innovative clusters. In addition, “creativity” is considered an antecedent of technological innovation.FindingsKM and intrinsic MM are shown to inform creativity, whereas extrinsic MM has no such effect.Practical implicationsAlthough this study is based on cross-sectional data, the findings might induce researchers to investigate the effects of other HR variables, such as the types of relations between employees and their long-term impact on creativity. Management should encourage KM and intrinsic MM across employees, as the results indicate that tacit KM, explicit KM and intrinsic MM encourage a positive attitude toward creativity among employees.Originality/valueThe main contribution is new empirical evidence on the joint influence of aptitudes (KM) and attitudes (MM) on employee creativity. In addition, the study includes a key measure of employee creativity. The evidence reveals the types of KM and MM that encourage or inhibit creative employee behavior. The results show that once employees have reached a medium-high level of extrinsic MM, creativity will be affected solely by intrinsic MM.

Journal

Employee Relations: An International JournalEmerald Publishing

Published: Aug 7, 2017

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