 The moderating effect of benevolence on the impact of organisational culture on employee creativitySamuel Ogbeibu, Abdelhak Senadjki and James Gaskin Journal of Business Research, 2018, vol. 90, issue C, 334-346 Abstract: Rooted in the Nigerian manufacturing industry experience, this study, investigates the effect of top management leaders' benevolence on the impact of organisational culture (OC) on employee creativity. Structural equation modelling (SEM) results indicated that top management leaders' benevolence, and adhocracy OC have positive and significant effects on employee creativity. Market and clan OC have significant negative effects on employee creativity, and hierarchy OC has no significant effect on employee creativity. Likewise, benevolence has no significant moderating effect on the impact of clan OC on employee creativity, and has a significant negative moderating effect on the impact of adhocracy OC on employee creativity. SEM results demonstrate that benevolence has a significant positive moderating effect on the impact of market OC on employee creativity, and a significant negative moderating effect on the impact of hierarchy OC on employee creativity. Policy implications and future directions are also discussed. Keywords: Trustworthiness; Creative ideas; Benevolence; Employee creativity; Organizational culture (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:90:y:2018:i:c:p:334-346 DOI: 10.1016/j.jbusres.2018.05.032 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
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