مقاله انگلیسی پرورش خلاقیت کارکنان از طریق ارتباطات داخلی استراتژیک
Abstract
Keywords
Introduction
Literature review
Methods
Results
Discussion
Limitations and future studies
Funding
Declaration of Competing Interest
References
ABSTRACT
Using a survey of 405 full-time employees, this study examined how organizations’ internal communication influenced by leadership communication at the supervisory- and senior-levels impacts employee creativity and how employees’ feedback-seeking behaviors mediate these relationships. The results suggest that leadership communication at the supervisory and senior levels positively influence symmetrical internal communication system. The analysis also shows that symmetrical internal communication and leadership communication cause employees to seek more feedback from different interpersonal sources including supervisors, coworkers, and peers in other departments, which in turn enhances creativity. This paper concludes with a discussion of the theoretical and practical implications of these findings for public relations and internal communication.
Introduction
Creativity plays a pivotal role in helping organizations survive and compete (Zhou & Shalley, 2003; Zhou, 1998). Defined as the production of novel and useful ideas or solutions (Amabile, 1988), creativity is an important organizational asset that has been found to affect the well-being of organizations and employees (Oldham & Cummings, 1996). For example, creative ideas in the workplace range from employees’ simple suggestions related to their tasks (e.g., ways to save the department money or help develop a new filing system to increase efficiency) to innovative ideas for promoting the company’s products and services that require substantive organizational change. Researchers across the disciplines have thus extensively examined the factors that foster workplace creativity, ranging from individual- to contextual- and organizational-level factors (see Zhou & Shalley, 2003, for a review).