Employee Creativity and Motivation in the Chinese Context: The Moderating Role of Organizational Culture

This study aims to determine the effect of the antecedents of Supply chain quality risk management (SCQRM) implementation on organizational performance with the moderating role of organizational culture in the Indonesian Navy. Based on data from questionnaire survey data totaling 260 Indonesian Navy officers, the SCQRM theory model is proposed and the structural equation model is used to test the proposed hypothesis. The results show that strategic leadership, information, and control mechanisms are significant antecedents of SCQRM implementation. Furthermore, strategic leadership and information significantly contribute to organizational performance. An interesting finding is that control mechanisms do not have a direct impact on organizational performance, but they do contribute indirectly to organizational performance mediated by SCQRM implementation. Also, SCQRM implementation significantly contributes to organizational performance and the moderating effect of organizational culture strengthens the relationship between SCQRM implementation and organizational performance. This study focuses on the concept and implementation of SCQRM in Indonesian Navy logistics with the role of strategic leadership, information, control mechanisms, and organizational culture to improve organizational performance using single respondents and expert perceptions, namely Indonesian Navy Officers. The managerial implications suggest that complementary benefits arise from the adoption of a more holistic approach to the management of supply chain quality risk at the organizational level with supported the role of strategic leadership, information, control mechanisms, and organizational culture will improve organizational performance. Three contributions to science in the development of SCQRM theory. First, this study develops an SCQRM theoretical model with three unique dimensions (supplier development, risk management integration, and proactive product recall). Second, this study provides a new perfection of how the complementarity system of SCQRM is operated to improve organizational performance. Moreover, the findings imply that a successful SCQRM implementation is built on a complementarity power in risk management resources and routines. The multiple manifestations of the three SCQRM dimensions are all driven by a cohesive, yet unobserved synergy, which also forms one of the competencies of the organization. Third, this study also provides a new perfection on the role of strategic leadership, information and control mechanisms as antecedents of SCQRM implementation, and the moderating role of organizational culture that strengthens the relationship between SCQRM implementation and organizational performance.

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Core Knowledge Employee Creativity and Firm Performance: The Moderating Role of Riskiness Orientation, Firm Size, and Realized Absorptive Capacity

Personnel Psychology ◽

10.1111/peps.12024 ◽

2013 ◽

Vol 66 (2) ◽

pp. 443-482 ◽

Cited By ~ 81

Author(s):

Yaping Gong ◽

Jing Zhou ◽

Song Chang

Keyword(s):

Firm Performance ◽

Absorptive Capacity ◽

Firm Size ◽

Core Knowledge ◽

Employee Creativity ◽

Moderating Role ◽

Realized Absorptive Capacity

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Justice and Leader-Member Exchange: The Moderating Role of Organizational Culture

Academy of Management Journal ◽

10.5465/amj.2006.20786086 ◽

2006 ◽

Vol 49 (2) ◽

pp. 395-406 ◽

Cited By ~ 185

Author(s):

Berrin Erdogan ◽

Robert C. Liden ◽

Maria L. Kraimer

Keyword(s):

Organizational Culture ◽

Leader Member Exchange ◽

Member Exchange ◽

Moderating Role

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The Relationship Between Organizational Culture and Business Excellence

International Journal of Information Systems in the Service Sector ◽

10.4018/ijisss.2016070102 ◽

2016 ◽

Vol 8 (3) ◽

pp. 16-35 ◽

Cited By ~ 4

Author(s):

Rassel Kassem ◽

Mian Ajmal ◽

Mehmood Khan

Keyword(s):

Organizational Culture ◽

United Arab Emirates ◽

Positive Relationship ◽

Middle Managers ◽

Information Communication ◽

Business Excellence ◽

The Relationship ◽

Moderating Role ◽

Role Of Information

The relationship between organizational culture (OC) and corporate performance was commonly studied and reflected in the literature in the last few years. However, the relationship between OC and business excellence is rarely tackled. In this context, this research examined the relationship between four OC types and organizational excellence and the role of information communication technology (ICT) as a moderator. A quantitative study was conducted, and the data were collected using a survey questionnaire distributed to middle managers in one of the gold winners of a United Arab Emirates-based business excellence award. The results showed that there is a positive relationship between organizational culture components and business excellence in general. A mission culture has the most significant relationship, in contrast, the adaptability culture had no positive relationship. Also, the moderating role of ICT was proven. The results of this research can be utilized by managers to build the OC type that boost excellence within their organizations.

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Psychological capital and self-reported employee creativity: The moderating role of supervisor support and job characteristics

Creativity and Innovation Management ◽

10.1111/caim.12277 ◽

2018 ◽

Vol 28 (1) ◽

pp. 30-41 ◽

Cited By ~ 8

Author(s):

Wenjing Cai ◽

Evgenia I. Lysova ◽

Bart A. G. Bossink ◽

Svetlana N. Khapova ◽

Weidong Wang

Keyword(s):

Psychological Capital ◽

Supervisor Support ◽

Job Characteristics ◽

Employee Creativity ◽

Moderating Role

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The impact of transformational leadership on employee creativity: the role of learning orientation

Journal of Asia Business Studies ◽

10.1108/jabs-03-2014-0022 ◽

2015 ◽

Vol 9 (1) ◽

pp. 78-98 ◽

Cited By ~ 41

Author(s):

Jeevan Jyoti ◽

Manisha Dev

Keyword(s):

Transformational Leadership ◽

Equation Modeling ◽

Learning Orientation ◽

Transformational Leader ◽

Employee Creativity ◽

Content Type ◽

The Impact ◽

The Relationship ◽

Moderating Role

Purpose – This research aims to explore the relationship between transformational leadership and employee creativity. In addition, we intend to study the moderating role played by learning orientation in the relationship between transformational leadership and employee creativity. Design/methodology/approach – Data have been collected from employees working at the Airtel and Aircel call centers of J&K (India). A two-step approach to structural equation modeling (SEM) was applied. Confirmatory factor analysis was conducted to assess the proposed measurement model fit and construct validity. The structural model was generated to test the significance of the theoretical relationships. Findings – The results revealed that there is a positive relationship between transformational leadership and employee creativity, and it is being moderated by learning orientation. Research limitations/implications – Although this study expands our knowledge about the role of learning orientation between transformational leadership and employee creativity, the prospects for further research are still present. The cross-sectional design of study might not have been able to extract the true essence of the cause-and-effect relationship between transformational leadership and employee creativity. Practical implications – Transformational leaders promote followers’ creativity, so the management may find it valuable to invest in transformational leadership training for supervisors and team leaders, or use personality testing to screen for high-caliber candidates, who have high potential of becoming a transformational leader. The characteristics of a transformational leader, when coupled with the learning orientation of employees, yield positive results in the form of employee creativity, which managers can use to generate sustainable competitive advantages for their organizations. Originality/value – This paper is original, as it contributes to existing theory by establishing the moderating role played by learning orientation in between transformational leadership and employee creativity. The moderation has been proved via SEM with the help of latent constructs, which is seldom done.

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