Date of Award

Fall 2017

Document Type

Dissertation

Degree Name

Doctor of Philosophy (PhD)

Department

Psychology

Committee Director

Donald D. Davis

Committee Director

Konstantin P. Cigularov

Committee Member

Charles B. Daniels

Abstract

Organizational innovation is key to organizations’ financial performance and long-term success (Anderson, Potočnik, & Zhou, 2014; Bowen, Rostami, & Steel, 2010). Employees drive organizational innovation through their creativity and innovation, making the understanding of how to influence these behaviors especially important. Previous research has stressed the importance of the work environment and individual differences in supporting creativity and innovation (Byron & Khazanchi, 2011; Hammond, Neff, Farr, Schwall, & Zhao, 2011; Hülsheger, Anderson, & Salgado, 2009; Hunter, Bedell, & Mumford, 2007), but results have been unclear about how this occurs (Hennessey & Amabile, 2010). This study used the job-demands resources model (Bakker & Demerouti, 2016) to examine the roles that burnout and work engagement play as mediators across antecedents to creativity and innovation. A sample of 817 employees with 277 subordinate-supervisor matched pairs was collected from a large organization to assess the hypothesized model. Results indicated that creativity and innovation were best supported through role expectations, intellectual stimulation, and employee creative self-efficacy. Tests of structural models supported the hypothesized model, and tests of indirect effects supported work engagement, but not burnout, as an important mediator across antecedents.

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In Copyright. URI: http://rightsstatements.org/vocab/InC/1.0/ This Item is protected by copyright and/or related rights. You are free to use this Item in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s).

DOI

10.25777/rrhz-sz03

ISBN

9780355633696

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