human resourse managment

Topics: Problem solving, Educational psychology, Creativity Pages: 27 (12717 words) Published: November 1, 2014
LEADERSHIP, CREATIVE
PROBLEM-SOLVING CAPACITY,
AND CREATIVE PERFORMANCE:
THE IMPORTANCE OF
KNOWLEDGE SHARING
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: avic@post.tau.ac.il. 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

96

HUMAN RESOURCE MANAGEMENT, JANUARY–FEBRUARY 2013

Introduction

O

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, &
existing knowledge
Patterson, 2006).
Intangible assets have become
bases residing
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
thus enhancing
blocks in facilitating creativity
and innovation in organizations,
their capacity
and enable them to create and
to come up with
appropriate value (Grant, 1996;
Nonaka & Takeuchi, 1995; Wang
creative solutions,
& 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
development and
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
market.
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
workplace.
Knowledge sharing is crucial because
it enables people to capitalize on existing
knowledge bases residing within...

References: Alavi, M., & Tiwana, A. (2003). Knowledge management: The information technology dimension. In M.
Amabile, T. M. (1988). A model of creativity and innovation in organizations. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior
(Vol
Amabile, T. M. (1996). Creativity in context: Update to
the social psychology of creativity
for creativity. Academy of Management Journal,
39, 1154–1184.
Ancona, D., & Caldwell, D. (1992). Demography and
design: Predictors of new product team performance
Atwater, L., & Carmeli, A. (2009). Leader-member
exchange, feelings of energy and involvement
Baer, M. (2010). The strength-of-weak-ties perspective on creativity: A comprehensive examination
and extension
Psychology, 51, 1173–1182.
Bartlett, C. A., & Ghoshal, S. (1986). Tap your subsidiaries for global reach. Harvard Business Review,
64(6), 87–94.
Basadur, M., Runco, M. A., & Vega, L. A. (2000). Understanding how creative thinking skills, attitudes, and
behaviors work together: A causal process model.
Belsley, D. A., Kuh, E., & Welsch, R. (1980). Regression
diagnostics: Identifying influential data and sources
Binyamin, G., & Carmeli, A. (2010). Does structuring of
human resource management processes enhance
Bryant, S. (2003). The role of transformational and
transactional leadership in creating sharing and
Canals, J. (2000). Managing corporate growth. New
York, NY: Oxford University Press.
Carmeli, A., Atwater, L., & Levi, A. (2011). How leadership enhances employee’s knowledge sharing
at work: The intervening roles of relational and
Carmeli, A., & Azerual, B. (2009). How relational capital and knowledge combination capability enhance
the performance of knowledge work units in a
Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high
quality interpersonal relationships and psychological safety
George, J. M., & Zhou, J. (2001). When openness
to experience and conscientiousness are related to
Carmeli A., & Schaubroeck, J. (2005). How leverage
human resource capital with its competitive distinctiveness enhances the performance of commercial and public organizations
Goldenberg J., Mazursky, D., & Solomon, S. (1999).
Creative sparks. Science, 285, 1495–1496.
Carmeli, A., & Schaubroeck, J. (2007). The influence of
leaders’ and other referents’ normative expectations on individual involvement in creative work.
Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, MA: Addison-Wesley.
Carmeli, A., & Waldman, D. A. (2010). Leadership,
behavioral context and the performance of work
Chowdhury, S. (2005). The role of affect- and cognition-based trust in complex knowledge sharing.
Collins, C. J., & Smith, K. G. (2006). Knowledge
exchange and combination: The role of human
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • Human Resourse Essay
  • Strategic Human Resourse Managment Essay
  • Human Resourses Essay
  • Human Resourse Essay
  • human resourse Essay
  • Essay on Human Resourse
  • Human Resourse Essay
  • Essay on Human

Become a StudyMode Member

Sign Up - It's Free