AND CREATIVE PERFORMANCE:
THE IMPORTANCE OF
ABRAHAM CARMELI, ROY GELBARD, AND
R O N I R E I T E R - PA L M O N
This article presents two studies that examine whether leader supportive behaviors facilitate knowledge sharing and employee creative problemsolving capacity, thereby enhancing creative performance. The ﬁndings from both studies indicate that leader supportive behaviors are directly and indirectly related, through both internal and external knowledge sharing, to employee creative problem-solving capacity. In addition, creative problem solving was related to the two dimensions of creative performance—ﬂuency and originality. However, a test of the mediation model indicated that creative problem solving only mediated the relationship between internal knowledge sharing creative performance and originality. These ﬁndings highlight the complex process by which leaders facilitate both internal and external knowledge sharing and employee creative problem-solving capacity, thereby improving employee creative performance.
Keywords: creative problem-solving capacity, creativity, knowledge sharing, leadership
Correspondence to: Abraham Carmeli, Faculty of Management, Tel Aviv University, Ramat-Aviv, Tel Aviv 69978, Israel, Phone: +972-3-640-6335, Fax: +972-3-640-9983, E-mail: firstname.lastname@example.org. Human Resource Management, January–February 2013, Vol. 52, No. 1. Pp. 95–122 © 2013 Wiley Periodicals, Inc.
Published online in Wiley Online Library (wileyonlinelibrary.com). DOI:10.1002/hrm.21514
HUMAN RESOURCE MANAGEMENT, JANUARY–FEBRUARY 2013
rganizations constantly seek ways
to facilitate and enhance creative,
innovative behaviors among their
employees, and in gaining and sustaining a competitive edge in today’s marketplace. This has led to abundant theoretical and empirical literature on what
enables or hinders employee creativity in such fields as human Knowledge sharing
resource management, psychology, sociology, and organization is crucial because
science (e.g., Amabile, Conti,
Coon, Lazenby, & Herron, 1996;
it enables people
George, 2007; Hunter, Bedell, &
to capitalize on
Mumford, 2007; McCrae, 1987;
Shipton, West, Dawson, Birdi, &
Intangible assets have become
ever more critical for growth and
within and outside
success in a knowledge-based economy (Canals, 2000; Carmeli & the organization,
Schaubroeck, 2005). Knowledge
sources are fundamental building
blocks in facilitating creativity
and innovation in organizations,
and enable them to create and
to come up with
appropriate value (Grant, 1996;
Nonaka & Takeuchi, 1995; Wang
& Noe, 2010). Hence, organizational leaders carefully attend to and enabling their
the need to facilitate knowledgeorganizations
creation processes to enhance creativity and innovation (Collins & to develop new
Smith, 2006). Specifically, researchers have pointed to the importance platforms for the
of knowledge sharing between
members within, across, and outside the organization (Chowdhury, introduction of
2005) in enhancing the capacity of
an organization to innovate and
new products and
produce quality solutions quickly
services to the
(Daellenbach & Davenport, 2004).
Knowledge sharing is referred to
as activities aimed at transferring
or disseminating knowledge from
one person or group to another
(Lee, 2001). It is also important to note that
the terms knowledge sharing and information sharing have been used interchangeably
in previous work (Wang & Noe, 2010).
However, our focus here is on (implicit or
tacit) work experience that has been shared
and exchanged between employees in the
Knowledge sharing is crucial because
it enables people to capitalize on existing
knowledge bases residing within...
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