What makes small- and medium-sized enterprises promote organizational creativity: The contingency perspective

Soo-Young Shin1, Won-Woo Park2, Hyoun Sook Lim3
1Institute of Industrial Relations, Seoul National University, Republic of Korea
2College of Business Administration, Seoul National University, Republic of Korea
3Department of Management, University of Connecticut, United States
Cite this article:  Shin, S.-Y., Park, W.-W., & Lim, H. S. (2013). What makes small- and medium-sized enterprises promote organizational creativity: The contingency perspective. Social Behavior and Personality: An international journal, 41(1), 71-82.

Volume 41 Issue 1 | e2708 | Published: February 2013 | DOI: https://doi.org/10.2224/sbp.2013.41.1.71

Abstract
Full Text
References
Tables and Figures
Acknowledgements
Author Contact

In this study, we examined the effects of chief executive officer (CEO) characteristics and organizational systems on organizational creativity, particularly in small- and medium-sized enterprises (SMEs). Using upper echelon and contingency perspectives, we hypothesized that CEO characteristics would promote organizational creativity in SMEs, but the effect of CEO characteristics would be attenuated when SMEs have strong organizational learning systems in place. Consistent with our expectations, the results show that a CEO’s orientation toward employee development plays an important role in organizational creativity. Moreover, the effect of CEO development orientation on organizational creativity is greatest when the organizational system is weak. Theoretical and practical implications are also discussed.

Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.
Please login and/or purchase the PDF to view the full article.