Search Results (257)

Artificial intelligence (AI) is rapidly reshaping firms’ production and organisational processes, yet whether it can serve as a driving force for corporate green transformation remains an open question. Using a sample of Chinese listed manufacturing firms from 2012 to 2023, this study systematically examines the relationship between AI and firms’ green total factor productivity (GTFP), and explores potential underlying mechanisms. At the theoretical level, drawing on the task-driven nature of AI as a form of technological innovation, this study proposes that AI may enhance GTFP through two channels, namely the structural labour reallocation effect and the managerial dissipation reduction effect. The empirical results show the following: (1) Firms’ AI technical level is significantly associated with improvements in GTFP. (2) Mechanism tests indicate that AI is significantly related to an increasing share of creative task employees and a declining share of structural task employees, thereby providing empirical evidence for the structural labour reallocation effect. Moreover, from four dimensions, including information dissipation, resource allocation dissipation, process coordination dissipation, and incentive and learning dissipation, this study provides supportive evidence that AI is linked to reduced managerial dissipation. (3) Heterogeneity analysis suggests that this association is more pronounced among firms with greater scope for green improvement, such as non-heavily polluting firms and those characterised by managerial myopia. Overall, this study deepens the understanding of the relationship between AI and GTFP from the perspectives of labour structure and corporate organisation, and emphasises that AI’s contribution to firms’ GTFP is more likely to arise as a systemic facilitation embedded in production and organisational processes, rather than through the direct substitution of specialised green technologies. Full article

Employee innovative behavior is an important source of organizational competitiveness and sustainable development. Accordingly, increasing scholarly attention has been directed toward how leadership behaviors are associated with employees’ innovative actions. Drawing on Affective Events Theory and the ABC Theory of Emotion, this study develops a cognition–emotion–attitude–behavior framework to examine the relationships among inclusive leadership, positive emotions, creative self-efficacy, and employee innovative behavior. Using a questionnaire survey, data were collected from 463 employees working in innovation-oriented enterprises. Hierarchical regression analyses and bootstrap procedures were employed to examine the proposed associations and indirect effects. Inclusive leadership plays a positive role in stimulating employee innovation. Moreover, positive emotions and creative self-efficacy each exhibit significant indirect associations linking inclusive leadership to employee innovative behavior. This study contributes to the literature by clarifying the affective and attitudinal processes associated with inclusive leadership and by enriching understanding of the psychological pathways linked to employee innovative behavior. Full article

This study investigates how sustainable leadership fosters innovative approaches to environmental management by promoting green innovative work behavior (GIWB) among employees in five-star hotels, with a focus on the mediating roles of green psychological empowerment (GPE) and green self-efficacy (GSE). Grounded in Ability–Motivation–Opportunity (AMO) theory, the research examines how sustainability-oriented leadership practices enhance employees’ motivation, confidence, and sense of impact, enabling them to generate, promote, and implement novel environmentally friendly solutions in hotel operations. Data were collected from 396 full-time hotel employees using a structured questionnaire and analyzed through PLS-SEM with WarpPLS software. The results indicate that sustainable leadership positively influences GPE, GSE, and GIWB. Furthermore, both GPE and GSE partially mediate the effect of sustainable leadership on GIWB, demonstrating the psychological pathways through which leadership translates sustainability values into innovative employee-driven practices. These findings advance theoretical understanding of how leadership can drive innovation in sustainability management within the hospitality sector and offer practical, context-specific guidance for hotel managers aiming to foster creative, environmentally responsible solutions. Full article

Despite existing studies on creativity, examining human resource management practices alongside knowledge management models for constructing creativity remains lacking. This study investigates employee creativity in small and medium enterprises (SMEs) in Indonesia, using data from 508 respondents within a 254-sample frame and employing partial least squares structural equation modeling (PLS-SEM). The results indicate that human resource management practices and technological innovation significantly influence knowledge management and cultivate competitive work environments that foster creativity. The PLS-SEM model confirmed that human resource management practices and technological innovation have a significant direct effect on employee creativity, as well as indirect effects through knowledge management and competitive work environments. Knowledge management and competitive work environment served as double mediators in the mediation mechanism tested in this model. The findings provide practical insights for managers seeking to optimize human resources and technological innovation to enhance knowledge management and create competitive work environments that boost creativity. Full article

This study examines how leadership styles and organizational culture influence the eighth Lean waste—unused human potential—in contemporary organizations operating within the context of artificial intelligence (AI) adoption. Using quantitative research design and a sample of 200 employees from public and private sectors, the results show that leadership styles and cultural dimensions significantly predict five categories of human-potential losses: creativity, innovation, motivation, communication, and role clarity. Autocratic and task-oriented leadership styles exhibit positive associations with these losses, while democratic and people-oriented leadership exhibit predominantly negative associations. Organizational culture dimensions, particularly involvement, adaptability, and mission, strongly reduce human-potential losses. Although AI is not measured as an empirical variable, it is considered as a contextual factor that heightens the importance of human-centered leadership and adaptive cultures. The study contributes to Lean management research by integrating behavioral, cultural, and contemporary technological perspectives and highlights practical implications for managing human potential in an evolving technological environment. Full article

In the contemporary dynamic world, where unforeseen situations are increasingly routine for organisations and the successful integration of new technologies is inevitable, creativity and resilience have emerged as essential characteristics of modern organisations. To explore the links between creativity and organisational resilience, the following scientific problem is proposed: what is the relationship between creativity and organisational resilience in service organisations? A quantitative study was conducted to address this problem. Data was collected from Lithuanian service sector organisations using an online survey questionnaire. During the survey, 446 respondents from various organisations in the service sector completed questionnaires distributed via an electronic platform. The hypothesis was tested using Spearman’s rank correlation, descriptive statistics (mean, mode, median, standard deviation) and independent-sample t-tests to assess statistically significant differences between respondents’ positions. The study found that organisations that actively cultivate and sustain a culture of creativity are more resilient—both in their day-to-day operations and when confronted with unexpected challenges or threats. This study further demonstrated that creativity within an organisation is related to resilience through human interactions, particularly within the dimensions of social relationships and psychological well-being. The resilience of an organisation was also found to be strongly influenced by the quality of relationships, mutual trust, and collaboration between employees and managers. These findings affirm the importance of creativity, which is fostered through social connections, in strengthening the resilience of organisations. Full article

Background: With increasing environmental concerns, achieving sustainability in supply chains (SCs) requires strong cooperation among partners. This raises the question of how supply chain information integration (SCII) fosters green supply chain innovation performance (GSCIP). Thus, this study examines the role of SCII in driving GSCIP through the sequential mediation of green absorptive capacity (GACAP) and employees’ green creativity (EGC). Building on the knowledge and resource-based views, this study highlights the importance of SCII, GACAP, and EGC as strategic priorities in sustainable innovation. Methods: Data were obtained from 162 SC managers in the Saudi manufacturing industry, and the proposed framework was tested using partial least squares structural equation modelling (PLS-SEM), complemented by importance–performance map analysis (IPMA) and necessary condition analysis (NCA). Results: SCII has a significant impact on GACAP, which in turn increases EGC, thereby enhancing GSCIP. The hypothesised sequential impact is validated, illustrating the crucial roles of GACAP and EGC in enabling firms to transform SCII into green innovation outcomes. IPMA identifies SCII as a high-impact driver of GSCIP, and NCA confirms that SCII is a necessary prerequisite for achieving GSCIP. This study contributes to the literature on green supply chains by demonstrating the practical and vital role of SCII in achieving sustainable competitive advantages and performance. Full article

This study examines the relationship between Wasta—a social network based on family, lineage, tribe, and extended family ties—as practiced by senior HRM employees, and its effects on entrepreneurial creativity, innovation, and sustainable development in the MENA region. The study also explores why entrepreneurs and countries in the MENA region are not ranked among the top 100 innovators in the Global Innovation Index. Additionally, it addresses why Wasta, as practiced by HRM employees, can impede sustainable development. The author drew on Amabile’s Componential Theory of Organizational Creativity and Model of Creativity and Innovation in Organizations. Evidence was gathered from articles on Wasta, secondary data from the Global Innovation Index (GII) for 2023, and the Global Entrepreneurship Monitor (GEM NECI) in 2024. Secondary datasets were analyzed using constant comparative analysis of documents. These datasets included accessible online indices, the Global Innovation Index in 2023, the World’s Most Innovative Companies Index by Forbes, and the Top 100 Global Innovators 2024 Rankings by Clarivate. The study develops a theoretical framework for the link between Wasta and sustainable development. It concludes that Wasta, when practiced by senior HRM employees, is likely a reason why MENA entrepreneurs fall short in achieving sustainable development and why the region’s countries are not among the top 100 innovative countries globally. The study answers why Wasta hinders sustainable development among MENA entrepreneurs. This study recommends that entrepreneurs recognize the importance of fair HRM practices in hiring, supervisor selection, candidate selection, and promotions to foster innovation and sustainable development. The conclusions may also encourage policymakers to create and enforce new rules to reduce Wasta if they aim to stimulate innovation, sustainable development, and economic advantage in the MENA region. Full article

Although communication quality is widely recognized as a catalyst for workplace innovation, existing research seldom integrates communication quality, trust in leadership, and organizational commitment within a single explanatory framework, particularly in team-based enterprises operating in emerging economies. This study examines how communication quality fosters employee innovation through the sequential mediating roles of trust in leadership and organizational commitment, emphasizing its contribution to sustainable enterprise performance. Rooted in Social Exchange Theory (SET), the study illustrates how transparent, reciprocal, and supportive communication enhances relational trust, strengthens employees’ emotional attachment to their organizations, and creates a climate conducive to creativity and collaborative problem-solving. A quantitative design was employed using data from employees engaged in innovation-driven projects within medium- and large-sized software firms in Turkey’s ICT sector. A total of 339 valid responses were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the hypothesized relationships. The findings demonstrate that communication quality directly promotes employee innovation and indirectly strengthens innovation through trust in leadership and organizational commitment as sequential mediators. Additionally, organizational commitment amplifies the influence of communication quality on innovation, indicating that committed employees more effectively translate constructive communication into innovative behaviors. These results underscore the strategic importance of communicative clarity, relational leadership, and commitment-building practices in shaping resilient, innovation-oriented teams. The study advances SET by identifying trust and commitment as key relational mechanisms through which communication quality drives innovation, offering theoretical enrichment and practical guidance for sustainable human resource management and team-based organizational development. Full article

Despite evidence that internal marketing influences key employees and customer outcomes, its role in shaping employee agility, creativity, and engagement remains underexplored, limiting organizations’ ability to develop a workforce that sustains competitiveness in dynamic environments. While previous literature has addressed individual relationships between internal marketing, employee creativity, agility, engagement, and satisfaction, we propose a structural model to test the proposed effects and provide a holistic understanding of how internal marketing interacts with employee creativity and other concepts. Covariance-based structural equation modeling was used to test relationships. The results confirm a significant positive impact of internal marketing on employee agility and engagement. While we did not find a direct impact on creativity, we identified an indirect impact on employee creativity via agility. Additionally, analysis showed a positive impact of creativity on satisfaction, highlighting the importance of a creative work environment in enhancing overall employee satisfaction. The study demonstrates that a well-structured IM strategy can set a company apart by fostering a workforce that is more agile, creative, engaged, and committed to success. Full article

The present study examines the effect of work engagement (WENG) on task-related pro-environmental behavior (TPEB) and green creativity, with job crafting as a mediator. Based on data collected from 187 customer-contact hotel and restaurant employees in the United Kingdom, we employed structural equation modeling to test our hypotheses. The findings from a time-lagged survey study denote that WENG fosters employees’ job crafting, while job crafting boosts their TPEBs and green creativity. Our findings shed light on the relationship between WENG and green outcomes (TPEB and green creativity) through the mediating role of employees’ job crafting. The findings highlight that employees high in WENG use their job crafting behaviors that in turn enable them to display TPEBs and green creativity. This empirical piece contributes to the existing knowledge, since there is little research regarding the effects of non-green organizational factors on green work outcomes. The practical and theoretical implications of the findings are subsequently discussed. Full article

This research examines the relationship between corporate social responsibility (CSR) and perceived financial performance (FP) in the Saudi Arabian banking industry using the mediating variables of employee engagement (EE) and green creativity (GC). This study is based on the Social Identity Theory and considers CSR as an engine to produce ethical and social results and promote environmental innovation and sustainable competitiveness. According to a survey of 650 banking employees and structural equation modeling (SEM), the results show that CSR significantly and positively affects EE, GC, and FP, with EE having the strongest mediating role. These conclusions highlight the strategic consequence of CSR in advancing sustainability by balancing financial performance, employee welfare, and environmental innovation. This study adds value to the existing body of research because it provides information on the CSR-FP relationship in a developing economy, where such information is scarcely available. Consistent with the definition of sustainability, this study indicates how CSR activities combine social, environmental, and economic aspects to foster long-term organizational sustainability and sustainable development. Full article

While innovative behavior is essential for organizational success, recent studies have highlighted its potential dark side, namely triggering envy and ostracism among coworkers. However, we propose that these negative outcomes are contingent on the organizational context, particularly on the frequency of supervisor interactions. Using multi-wave data from 392 South Korean employees, we demonstrate that the frequency of supervisor interaction fundamentally alters the social impact of innovative behavior. Our findings reveal a striking pattern: When frequency of supervisor interaction is low, innovative behavior indeed triggers the predicted dark side—increasing ostracism through heightened envy. However, when frequency of supervisor interaction is high, this relationship reverses—innovative behavior reduces ostracism by suppressing envy. This moderated mediation effect suggests that the dark side of innovation is not inherent but context-depenent. We theorize that high-frequency supervisor interaction transforms innovative behavior from a competitive threat to a collective asset. These findings challenge deterministic views of creativity’s social costs and highlight the critical role of leadership in shaping how innovation is interpreted and responded to within organizations. Full article

The banking sector faces increasing pressure to balance financial performance with sustainability goals amid ongoing digital transformation, regulatory reform, and societal expectations for ethical responsibility. Entrepreneurial leadership has emerged as a pivotal approach for addressing these challenges; however, the behavioral and contextual mechanisms through which it shapes sustainability remain insufficiently understood. Drawing on Social Learning Theory (SLT), this study investigates how and when entrepreneurial leadership enhances sustainable bank performance through the mediating role of employee creativity and the moderating influence of an innovation-oriented climate. A two-wave multi-source survey was conducted among 459 employees and managers from Turkish banks, and the hypothesized model was tested using structural equation modeling to ensure robust empirical validation. The results indicate that entrepreneurial leadership significantly fosters employee creativity, which serves as a critical behavioral mechanism linking leadership behaviors to sustainability-oriented outcomes. Moreover, an innovation-oriented climate strengthens both the direct effect of entrepreneurial leadership on creativity and its indirect effect on sustainable bank performance, emphasizing the contextual importance of supportive organizational environments. Theoretically, this study extends the leadership and sustainability literature by illustrating how learning and behavioral modeling processes translate leadership vision into sustainable performance. Practically, it offers actionable guidance for bank executives to develop innovation-oriented climates, empower employees’ creative engagement, and design incentive systems that align leadership behavior with sustainability imperatives, thereby enhancing resilience and long-term competitiveness. Full article

This study investigates the impact of Machiavellian leadership on team creativity through the mediating role of cross-understanding and the moderating effect of task interdependence. While prior research has emphasized the negative consequences of Machiavellian tendencies, we argue that in highly interdependent team settings—such as project-based groups in technology, manufacturing, and financial enterprises—such leaders may foster constructive processes that enhance innovation. Drawing on social learning and trait activation theories, we conducted a multi-source survey of 86 teams (379 employees) in Chinese organizations. Team members assessed task interdependence and cross-understanding, while leaders reported their own Machiavellian tendencies and rated team creativity. Results show that Machiavellian leadership predicts team creativity indirectly through cross-understanding, with task interdependence strengthening this pathway. Theoretically, this study enriches leadership and creativity research by providing a nuanced view of how dark traits can stimulate team-level creativity through cognitive interaction mechanisms and by identifying task interdependence as a boundary condition. Practically, the findings suggest that organizations should recognize the creative potential of Machiavellian leaders in high-interdependence contexts, channel their ambition toward innovation goals, and design workflows that promote cross-understanding and collaboration. Full article