*Please note that all spontaneous submissions are required to submit a Manuscript Summary and await feedback before submitting the full manuscript, any spontaneous submissions that only submit a full manuscript will be rejected*
In light of ongoing globalization and the post-pandemic recovery period, organizational innovativeness is becoming a strategic necessity for many organizations to survive and thrive in contemporary business environments. In achieving innovativeness, organizations have become reliant on the discretionary and non-conformity extra-role behaviors of their employees that go beyond employee role expectations. Employee creativity and innovativeness represent two such behaviors deemed critical for organizational innovativeness.
Employee creativity can be viewed as the cognitive and behavioral processes applied when attempting to generate novel ideas and employee innovativeness as the processes applied when attempting to implement new ideas. A particular challenge for organizations is understanding how behaviors emerge, and how they can be sustained through appropriate structures and processes. Such challenges are even more profound given that employees may not be willing to engage in such behaviors due to often significant personal costs associated with engaging in them.
Given the growing importance of employee creative and innovative behaviors to organizational success and survival, numerous studies have examined their antecedents in order to develop theoretical models and evidence-based guidance for enhancing employee creativity and innovativeness. A fundamental issue among such studies is that they have mainly focused on specific elements of organizational cultures and/or leadership styles. This has often resulted in an incomplete understanding of how such complex behaviors actually emerge.
Scholarship in the area has only recently begun to explore how changes to the modern work environment and new ways of working, such as work-from-home, hybrid work or new enlightened leadership and management styles influence creative and innovative behaviors at the individual employee and team levels. Accordingly, this Research Topic sees an increasing need for new and novel theoretical and empirical evidence with respect to our knowledge of the mechanisms and processes through which creative and innovative behaviors emerge and can be sustained in organizations. Additionally, while much of the existing research has focused on the antecedents of creative and innovative behaviors, we further see an urgent need to explore both the individual and organizational/team-level outcomes associated with such behaviors.
The proposed Research Topic will bring together a collection of articles that focus on the drivers and outcomes of employee creative and innovative behaviors through a variety of theoretical frameworks.
The Research Topic will advance the body of knowledge on how employee creative and innovative behaviors emerge in the modern workplace and the individual, team, and organizational-level consequences of such behaviors. Papers can address broad issues around employee creative and innovative behaviors such as:
1. Modern work environments and methods and employee creative and innovative behaviors;
2. Developing and sustaining employee creative and innovative behaviors through human resources management and development practices;
3. Attitudes toward risk and uncertainty and employee creative and innovative behaviors;
4. Resilience, grit, and employee creative and innovative behaviors;
5. Modern approaches to leadership and employee creative and innovative behaviors;
6. Employee creative and innovative behaviors and individual mental health and well-being
7. Employee creative and innovative behaviors and organizational and team-level innovation and performances
We prioritize cutting-edge empirical (qualitative and quantitative) research articles, but welcome Review and Mini-Review articles, Brief Research Reports, Case Studies, and Conceptual Analysis
*Please note that all spontaneous submissions are required to submit a Manuscript Summary and await feedback before submitting the full manuscript, any spontaneous submissions that only submit a full manuscript will be rejected*
In light of ongoing globalization and the post-pandemic recovery period, organizational innovativeness is becoming a strategic necessity for many organizations to survive and thrive in contemporary business environments. In achieving innovativeness, organizations have become reliant on the discretionary and non-conformity extra-role behaviors of their employees that go beyond employee role expectations. Employee creativity and innovativeness represent two such behaviors deemed critical for organizational innovativeness.
Employee creativity can be viewed as the cognitive and behavioral processes applied when attempting to generate novel ideas and employee innovativeness as the processes applied when attempting to implement new ideas. A particular challenge for organizations is understanding how behaviors emerge, and how they can be sustained through appropriate structures and processes. Such challenges are even more profound given that employees may not be willing to engage in such behaviors due to often significant personal costs associated with engaging in them.
Given the growing importance of employee creative and innovative behaviors to organizational success and survival, numerous studies have examined their antecedents in order to develop theoretical models and evidence-based guidance for enhancing employee creativity and innovativeness. A fundamental issue among such studies is that they have mainly focused on specific elements of organizational cultures and/or leadership styles. This has often resulted in an incomplete understanding of how such complex behaviors actually emerge.
Scholarship in the area has only recently begun to explore how changes to the modern work environment and new ways of working, such as work-from-home, hybrid work or new enlightened leadership and management styles influence creative and innovative behaviors at the individual employee and team levels. Accordingly, this Research Topic sees an increasing need for new and novel theoretical and empirical evidence with respect to our knowledge of the mechanisms and processes through which creative and innovative behaviors emerge and can be sustained in organizations. Additionally, while much of the existing research has focused on the antecedents of creative and innovative behaviors, we further see an urgent need to explore both the individual and organizational/team-level outcomes associated with such behaviors.
The proposed Research Topic will bring together a collection of articles that focus on the drivers and outcomes of employee creative and innovative behaviors through a variety of theoretical frameworks.
The Research Topic will advance the body of knowledge on how employee creative and innovative behaviors emerge in the modern workplace and the individual, team, and organizational-level consequences of such behaviors. Papers can address broad issues around employee creative and innovative behaviors such as:
1. Modern work environments and methods and employee creative and innovative behaviors;
2. Developing and sustaining employee creative and innovative behaviors through human resources management and development practices;
3. Attitudes toward risk and uncertainty and employee creative and innovative behaviors;
4. Resilience, grit, and employee creative and innovative behaviors;
5. Modern approaches to leadership and employee creative and innovative behaviors;
6. Employee creative and innovative behaviors and individual mental health and well-being
7. Employee creative and innovative behaviors and organizational and team-level innovation and performances
We prioritize cutting-edge empirical (qualitative and quantitative) research articles, but welcome Review and Mini-Review articles, Brief Research Reports, Case Studies, and Conceptual Analysis