職場における創造性に関する研究

JOURNAL OF MANAGEMENT STUDIES Journal of Management Studies 0:0 Month 2024 doi:10.1111/joms.13072 Competence Drives Interest or Vice Versa? Untangling the Bidirectional Relationships between Creative Self-Efficacy and Intrinsic Motivation for Creativity in Shaping Employee Creativity Tinting Chen^a *, Tae-Yeol Kim^b, Yaping Gong^c and Yongyi Liang^d ^aLingnan University; ^bChina Europe International Business School (CEIBS); ^cThe Hong Kong University of Science and Technology; ^dJinan University ABSTRACT Research has examined creative self-efficacy and intrinsic motivation for creativity as important antecedents to employee creativity, but little is known about how the two antecedents influence each other to foster employee creativity. This study proposes two theoretical possibilities. First, by enhancing resilience, creative self-efficacy can promote intrinsic motivation for creativity, which in turn boosts employee creativity. Task difficulty strengthens creative self-efficacy's effect on intrinsic motivation for creativity and employee creativity (via resilience). Second, by fostering creative process engagement, intrinsic motivation for creativity can promote creative self-efficacy, which in turn boosts employee creativity. Task variability further amplifies the effect of intrinsic motivation for creativity on creative self-efficacy and employee creativity (via creative process engagement). Results from two experiments and two field studies largely supported the hypothesized relationships. We extend the creativity literature by untangling the interrelationships between creative self-efficacy and intrinsic motivation for creativity in shaping employee creativity. Keywords: creative process engagement, creative self-efficacy, employee creativity, intrinsic motivation for creativity, resilience, task difficulty, task variability Address for reprints: Yongyi Liang, School of Management, Jinan University, 601 West Huangpu Avenue, Guangzhou 510632, China (yongyi_liang@foxmail.com). The second author and the third author contributed equally to this paper. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial- NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made. © 2024 The Authors. Journal of Management Studies published by Society for the Advancement of Management Studies and John Wiley & Sons Ltd.