The moderating effect of benevolence on the impact of organisational culture on employee creativity

被引：71

作者：

Ogbeibu, Samuel ^{[1
]}

Senadjki, Abdelhak ^{[1
]}

Gaskin, James ^{[2
]}

机构：

[1] UTAR, Fac Business & Finance, Jalan Univ, Kamper 31900, Perak, Malaysia

[2] Brigham Young Univ, Management Informat Syst, Provo, UT 84602 USA

来源：

JOURNAL OF BUSINESS RESEARCH | 2018年 / 90卷

关键词：

Trustworthiness; Creative ideas; Benevolence; Employee creativity; Organizational culture; FINANCIAL PERFORMANCE EVIDENCE; PLS-SEM; MEDIATING ROLE; INNOVATION; WORK; LEADERSHIP; MODEL; GUIDE; BIAS; BIG;

D O I：

10.1016/j.jbusres.2018.05.032

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Rooted in the Nigerian manufacturing industry experience, this study, investigates the effect of top management leaders' benevolence on the impact of organisational culture (OC) on employee creativity. Structural equation modelling (SEM) results indicated that top management leaders' benevolence, and adhocracy OC have positive and significant effects on employee creativity. Market and clan OC have significant negative effects on employee creativity, and hierarchy OC has no significant effect on employee creativity. Likewise, benevolence has no significant moderating effect on the impact of clan OC on employee creativity, and has a significant negative moderating effect on the impact of adhocracy OC on employee creativity. SEM results demonstrate that benevolence has a significant positive moderating effect on the impact of market OC on employee creativity, and a significant negative moderating effect on the impact of hierarchy OC on employee creativity. Policy implications and future directions are also discussed.

引用

页码：334 / 346

页数：13

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