Handout poster EAWOP

Latent Regression Models
Grade Organisation
Grade Organisation
Role Project
Role Project
Stage Project
Financial Administrator
Project participant
75% or more completed
Affective commitment
Job involvement
Routine behavior
Adjusted R Square
Incremental CPE
Radical CPE
Phase 1 Phase 2 Phase 3 Phase 4 Phase 1 Phase 2 Phase 3 Phase 4 Behavior
-.22** -.27**
-.11* -.15** -.15*
-.15* -.17** -.16**
-.18** -.15*
.23** -.23**
" Regression effect is marginally significant at p = 0.052 *effect is significant at the 0.05 level (2-tailed), ** effect is significant at the 0.01 level (2-tailed)
Mediation between multiple foci of commitment, 2 types of creativity 2 different models:
Incremental Creative
Process Engagement
(ICPE) in 4 phases:
1.Problem finding
2.Information search
3.Idea generation
4.Idea evaluation
Radical CPE
Routine Behaviour
Commitment to the organisation has always been a strong predictor of employee behaviour in organisation. However, employment settings are
changing towards more networked environments, in which employees interact with parties within and beyond the boundaries of the
organisation. In this environment employees are likely to develop commitment to multiple entities.
Creative ideas are valued increasingly in all kinds of organizations, and organizations seek to make use of employees’ abilities and creative
potential. Employee attitudes, especially the level of commitment, are likely to be central to the willingness to engage in activities central to the
creative process. Using a field theoretic lens, this paper explores how employees in may develop feelings of proximity to (inter-organisational)
multiple agents such as the organization, the profession, and the client
Mediation between multiple foci of Commitment:
2 models for 2 types of creativity
Positive or negative relation?
Only a few studies have examined the relation between commitment and creativity, and results are inconclusive. Creativity has been projected
as a proactive type of extra role behaviour., however, creativity has also been related to autonomy, freedom, and unrestricted thinking. It seems
there are arguments to find for a both a positive and a negative relation between commitment and creativity. In other words commitment may
help or hinder creativity.
Creativity is measured as the employees’ engagement in creativity relevant cognitive processes (Zhang and Bartol, 2010). The idea is when an
employee enacts the activities associated with the creative process, it is more likely a creative product is produced (Zhang & Bartol, 2010a).
Based on interviews this measure is extended to include engagement in creative behaviour in four stages of the creative process. Relating to
creativity literature, the measure is adjusted to assess both incremental and radical types of CPE (Madjar et al. 2011).
Commitment is measured by affective commitment to six foci, the inter-organisational project, the organisation, the occupation, the career, the
job and the client.
Design and tests
The paper relies on individual data from 302 inter-organisational innovation projects funded by the UK government.
Three Latent Regression Models are fitted to the data to test the effects of seven foci of commitment on two types of Creative Process
Behaviour in four phases of the creative process. Multiple foci of commitment are found to interact in their effect on employee behaviour
(Bentein et al., 2002). A series of mediation models are fitted to the data and the best fitting models are compares for the two types of
The current paper is the first to propose and empirically examine the relations between commitment and creativity using a multiple foci
approach. The results demonstrate multiple commitments and CPE are involved in a complex net of relationships among which the project, the
job and the career play a central role. Understanding of the relation between commitment and creativity provides a basis of the management
of employee commitments, and, thereby managing employees’ creative behaviour
Key Literature
Bentein, K., Stinglhamber, F., & Vandenberghe, C. (2002). Organization-, supervisor-, and workgroup-directed
commitments and citizenship behaviours: A comparison of models. European Journal of Work and Organizational
Psychology, 11(3), 341-362.
Klein, H., Becker, T., & Meyer, J. (Eds.). (2009). Commitment in organizations: Accumulated wisdom and new directions:
Routledge/Taylor & Francis Group.
Lewin, K. (1943). Defining the'field at a given time.'. Psychological Review, 50(3), 292-310.
Meyer, J. P., Stanley, L. J., & Parfyonova, N. M. (2012). Employee commitment in context: The nature and implication of
commitment profiles. Journal of Vocational Behavior 80(1), 16.
Morin, A. J. S., Morizot, J., Boudrias, J. S., & Madore, I. (2011). A multifoci person-centered perspective on workplace
affective commitment: A latent profile/factor mixture analysis. Organizational Research Methods.
Reichers, A. E. (1985). A review and reconceptualization of organizational commitment Academy of Management
Review, 10(3), 465-476.
Swart, J., and Kinnie, N. (2012). Committed to Whom? Professional knowledge worker commitment in cross-boundary
organizations. Human Resource Management Journal, 22(1), 17.
Vandenberg, R. J., Stanley, L. J. (2009). Statistical and Methodological Challenges for Commitment Researchers: Issues of
Invariances, Change Across Time, and Profile Differences. In H. Klein, T. Becker & J. Meyer (Eds.), Commitment in
organizations: Accumulated wisdom and new directions: Routledge/Taylor & Francis Group.
Yvonne van Rossenberg
Work and Employment Research Centre
School of Management, University of Bath
E-mail: [email protected]
Madjar, N., Greenberg, E., & Chen, Z.
(2011). Factors for Radical Creativity,
Incremental Creativity, and Routine,
Noncreative Performance. Journal of
Applied Psychology, 96(4), 730-743.
Zhang, X., & Bartol, K. (2010). The
influence of creative process
engagement on employee creative
performance and overall job
performance: A curvilinear
assessment. The Journal of applied
Zhang, X. M., & Bartol, K. M. (2010).
Linking empowering leadership and
employee creativity: The influence of
psychological empowerment, intrinsic
motivation, and creative process
engagement. Academy of
Management Journal, 53(1), 107-128.