Justice climate and employee creativity in the work uncertainty context: a cross-level investigation

被引:5
|
作者
Sun, Li-Yun [1 ]
Li, Chenwei [2 ]
Pan, Wen [3 ]
Leung, Alicia S. M. [4 ]
机构
[1] Macau Univ Sci & Technol, Sch Business, Macau, Peoples R China
[2] San Francisco State Univ, Coll Business, Management Dept, 1600 Holloway Ave, San Francisco, CA 94132 USA
[3] Macau Univ Sci & Technol, Fac Hospitality & Tourism Management, Ave Wai Long, Taipa, Macao, Peoples R China
[4] Hong Kong Baptist Univ, Sch Business, Dept Management, Kowloon Tong, Hong Kong, Peoples R China
关键词
Employee creativity; Justice climate; Team work uncertainty; Psychological safety; Creative self-efficacy; PROCEDURAL JUSTICE; MEDIATING ROLE; PSYCHOLOGICAL SAFETY; SELF-EFFICACY; METAANALYTIC EXAMINATION; PERCEIVED UNCERTAINTY; INNOVATIVE BEHAVIOR; DECISION-MAKING; JOB INVOLVEMENT; POSITIVE MOOD;
D O I
10.1057/s41291-022-00191-5
中图分类号
F [经济];
学科分类号
02 ;
摘要
Drawing on uncertainty management theory, our cross-level process model explains why and how distributive, procedural, and interactional justice climates in teams influence individual-level employee creativity. Based on a multilevel, multisource, and multiwave sample of 218 supervisor-subordinate matched data in 40 teams, our study obtains three major findings. First, distributive, procedural, and interactional justice climates and work uncertainty have interactive effects on individual-level psychological safety and creative self-efficacy. Second, three types of justice climates have indirect effects on employee creativity only through individual-level creative self-efficacy. Third, team work uncertainty moderates the indirect effects of three types of justice climates on employee creativity through individual-level creative self-efficacy (but not through individual-level psychological safety). These moderating and moderated indirect effects are stronger under higher team work uncertainty.
引用
收藏
页码:1065 / 1093
页数:29
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