Purpose – The concept that creativity climate facilitates innovation outcome is well-received, yet it has not been widely tested in non-Western countries. To fill the gap between concept and practical value, this study adopted the eight-dimensional model of organizational creativity climate proposed by Amabile and associates with the aim of investigating the cross-level relationship between creativity climate and employee-perceived innovation in an Asian work place, i.e. Taiwan.
Design/methodology/approach – Using survey data of 398 employees from different companies of Taiwan, the effect of organizational creativity climate on innovation was explored. Furthermore, the mediating effect of employees’ work motivation was also examined.
Findings – By employing hierarchical linear modeling (HLM), statistical analysis indicates that 27 percent variance of perceived innovation could potentially be explained by creativity climate. Five out of the eight dimensions, namely, organizational encouragement, supervisory encouragement, work group support, sufficient resource and challenging work, relate significantly to perceived innovation with the mediation of work motivation.
Research limitations/implications – As most companies are reluctant to reveal their objective innovation data, the authors had to rely on self-reported data that are inevitably subjective in nature. Moreover, the fact that only 13 organizations were sampled may weaken the generalizability of the findings to more diverse business contexts.
Originality/value – The findings of this study contribute to advancing organizational climate research and innovation management in a non-Western country. In addition, by surveying this topic in an innovation-active context, i.e. Taiwan, this study uncovers rich information on organizational creativity issues for interested parties and for future research.
Innovation is increasingly recognized as a key source of sustainable competitive advantage that organizations can use to cope with the rapidly changing economic environment. The concept of innovation has attracted the attention of numerous scholars and practitioners from various disciplinary perspectives. Studies have suggested that creativity and innovation in products, work processes, and services are key contributors to long-term organizational survival and success (Amabile et al., 1996; Lin and Chen, 2007; Martin and Terblanche, 2003; Shalley, 1995; Zhou and Shalley, 2008).