What Do We Still Need to Know about Employee Creativity: A fsQCA Approach

This study explored employees behavior flexibility, status, and independence value as vital factors of employee creativity. Based on the theory of interaction creativity, we theorize the core factors, synergistic effects, and substitution effects of employee creativity. This paper adopted a qualitative approach using a self-administrated survey to collect data. Data were collected from 380 Chinese employees via an online and offline survey. The results contribute to creativity literature and expand the study on employee’s creativity performance. Moreover, it opens the black box of employee creativity from a new insight by exploring the effects of human resource flexibility and work values. The paper suggests that to obtain innovation and organizational sustainability, companies should not only advocate human resource flexibility management but also combine the work values of employees.

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High performance work system and performance: Opening the black box through the organizational ambidexterity and human resource flexibility

Journal of Business Research ◽

10.1016/j.jbusres.2017.12.045 ◽

2018 ◽

Vol 88 ◽

pp. 397-406 ◽

Cited By ~ 16

Author(s):

Mercedes Úbeda-García ◽

Enrique Claver-Cortés ◽

Bartolomé Marco-Lajara ◽

Patrocinio Zaragoza-Sáez ◽

Francisco García-Lillo

Keyword(s):

Human Resource ◽

High Performance ◽

Black Box ◽

Organizational Ambidexterity ◽

Work System ◽

Resource Flexibility ◽

High Performance Work System ◽

And Performance ◽

Human Resource Flexibility

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Toward a Unifying Framework for Defining Internal Human Resource Flexibility

Human Resource Management in the Digital Economy - Advances in Human Resources Management and Organizational Development ◽

10.4018/978-1-61350-207-5.ch001 ◽

2012 ◽

pp. 1-29 ◽

Cited By ~ 1

Author(s):

Inmaculada Beltrán Martín

Keyword(s):

Human Resource ◽

Success Factor ◽

Resource Based View ◽

Resource Flexibility ◽

Critical Success ◽

Relational Flexibility ◽

Definition Of ◽

Collaborative Activities ◽

Human Resource Flexibility ◽

Multidimensional Concept

A flexible workforce is emerging as a critical success factor to counteract certain organizational rigidities and to guarantee organizational competitiveness in challenging environments .This chapter provides a review of the relevant definitions and classifications of human resource (HR) flexibility that have appeared during recent years. Furthermore, the chapter presents a definition of internal HR flexibility based on the resource-based view approach. From this perspective, HR flexibility is defined as a multidimensional concept. Specifically, this chapter assumes that employees are flexible when they show intrinsic flexibility (i.e. they can easily move between tasks and roles), modification flexibility (i.e. they alter their skills and/or behaviors to adapt to new circumstances), and relational flexibility (i.e. they participate in collaborative activities).

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Use Value and HRD and HRM Flexibility

Advances in Human Resources Management and Organizational Development - Bridging the Scholar-Practitioner Gap in Human Resources Development ◽

10.4018/978-1-4666-9998-4.ch010 ◽

2016 ◽

pp. 181-199 ◽

Cited By ~ 1

Author(s):

Claretha Hughes ◽

DeVaughn Stephens

Keyword(s):

Human Resource Development ◽

Human Resource ◽

High Performance ◽

Use Value ◽

Work Systems ◽

Practical Applications ◽

Contingent Employment ◽

Resource Flexibility ◽

Firm Model ◽

Human Resource Flexibility

Human Resource Development (HRD) and Management (HRM) flexibility emphasizes flexible learning, educational technology, flexible firm model, human resource flexibility, high performance work systems, and contingent employment. Human resource departments should examine the development and management of their human resources in the context of the employees' use value within organizations. This paper analyzes the concept of use value of the employees within the theoretical and practical applications of HRD and HRM flexibility and provides recommendations for organizations to increase the use value of workers. Employee use value directly contributes to the organization's success or lack thereof.

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