Affective commitment and creativity in inter-organisational innovation projects
Relevance: Creative ideas are valued increasingly in all kinds of organisations, and organisations seek ways to make use of employees’ abilities and creative potential. Employee attitudes, especially the level of commitment, are likely to be central to the willingness to engage in activities which are vital to the creative process. Purpose: Using a field theoretic lens, this paper seeks to examine the relations between affective commitment and Creative Process Engagement (CPE) across seven foci: project team, organisation, occupation, client, leader, career and the job. Furthermore, it explores the interaction between multiple foci of commitment on its effect of CPE involving mediated relations. Design: The paper relies on individual data from inter-organisational innovation projects funded by the UK government. The explained variance of CPE and relative fit of the different latent models representing the relations among the commitment to multiple foci was examined using structural equation models. Findings: Results revealed that commitments to the project and the job have a positive effect on three phases of CPE, whereas commitment to the career has a negative effect on CPE controlled for routine behaviour. Commitment to the inter-organisation project team has a key mediator effect in the relations between commitment to the leader, commitment to the occupation and commitment to the career. The effect of commitment to the career on CPE becomes positive if it is mediated by commitment to the project. Originality / value: The concepts of commitment and creativity are embedded in two different fields of research and, therefore, have rarely been studied together. The current paper is the first to propose and empirically examine the relations between commitment and creativity using a multiple foci approach. The results demonstrate multiple commitments and CPE are involved in a complex net of relationships among which the project, the job and the career play a central role. Understanding of the relation between commitment and creativity provides a basis of the management of employee commitments, and, thereby managing employees’ creative behaviour.
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Workshop on Research Advances in Organisational Behavior and Human Resources Management, 2013