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机构地区:[1]School of Management,Lanzhou University,Lanzhou 730000,China [2]School of Economics and Management,Tsinghua University,Beijing 100084,China
出 处:《Frontiers of Business Research in China》2024年第4期378-402,共25页中国高等学校学术文摘·工商管理研究(英文版)
基 金:supported by the Fundamental Research Funds for the Central Universities(No.2019jbkyzy011)。
摘 要:Employees are key drivers of organizational innovation,and their creative performance is crucial for the survival and growth of an organization.While external and innovation oriented management practices may produce short-term results,sustained and proactive innovation depends on employees’intrinsic motivation,continuous learning,and psychological vitality.This study,drawing on social identity theory,examines the effect of organizational identification on employee creative performance,with a focus on the mediating role of thriving at work and the moderating effect of servant leadership.Using survey data collected at four different time points from 202 leader-subordinate pairs,the study employs Partial Least Squares Structural Equation Modeling to test the proposed hypotheses.The findings indicate that organizational identification promotes employee creative performance through the partial mediation of thriving at work,with thriving at work-learning being more prominent than thriving at work-vitality.This indirect effect is further moderated by servant leadership.When servant leadership is strong,the positive effect of organizational identification on thriving at work and consequently on employee creative performance is amplified.Specifically,the mediating role of thriving at work learning is more significantly moderated by servant leadership than thriving at work vitality.These findings offer practical insights for fostering proactive innovation among employees and promoting sustainable development in enterprises.
关 键 词:organizational identification thriving at work-learning thriving at work-vitality servant leadership employee creative performance
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