An Empirical Study on the Effects of Creative Personality and Job Autonomy on Individual Innovation .docVIP

An Empirical Study on the Effects of Creative Personality and Job Autonomy on Individual Innovation .doc

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An Empirical Study on the Effects of Creative Personality and Job Autonomy on Individual Innovation .doc

An Empirical Study on the Effects of Creative Personality and Job Autonomy on Individual Innovation   [a] School of Public Affairs, University of Science and Technology of China, No. 96, Jinzhai Road, 230026 Hefei, China.   *Corresponding author.   Received 9 March 2013; accepted 30 April 2013   Abstract   Knowledge workers or “the creative class” are viewed as core to the competitiveness of a firm in a knowledgebased economy. The present study examines the effect of job autonomy onthe creativity of knowledge workers, compared with the effects of creativepersonality.With the help of the moderated multiple regression modeling and based on the 267 samples, this paper studies the crucial influencing factors that affect individual innovative performance and how the job autonomy moderate the creativie personalitys and hope to do some contributions to the improvement of the individual innovative performance in Sci-Tech SMEs.   Key words: Creative personality; Job autonomy; Knowledge workers; Individual innovation performance; Moderated   INTRODUCTION   Knowledge workers, or “the creative class” (Florida, 2005),are viewed as core to the competitiveness of a firm in a knowledge-based economy (Lepak Snell, 2002; Hirst et al., 2009). During modern creative activities, knowledge workers, the main actors of innovation, dissemination and application of knowledge, are the vital source of renewing products, services and creative processes in an organization (Amabile, 1988). A basic task of human resource management is to enhance creative individuals and then to strengthen the organization’s innovation capacity and increase market competition advantages(Amabile, 1988, 1996; Oldham Cummings, 1996; Zhou Oldham, 2001; Hirst et al., 2009; Dul et al., 2011).   As employee creativity is crucial for organizationalinnovation and survival (Amabile, 1988, 1996; Oldham Cummings, 1996), managers and scholars alikehave sought to identify the ingredients that foster individual c

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