Exploring the relationship between employee creativity and job-related motivators in the Hong Kong hotel industry.

By Simon C. K. Wong, Adele Ladkin. 2008

122 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/77141cec9b9716deeba8d60794d72e30bfaba5dc

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Intrinsic or extrinsic motivations for hospitality employees’ creativity: The moderating role of organization-level regulatory focus (2017, background): “The importance of employee creativity has been noted by many scholars and practitioners across the sectors (Borovskaia and Dedova, 2014; Kattara and El-Said, 2014; Lin and Wong, 2014; Wong and Ladkin, 2008).”
A comparison of self-ratings and non-self-report measures of employee creativity (2012, background): “Of the numerous job characteristics examined in the creativity literature, the two most frequently studied are job challenge and job autonomy (Coelho and Augusto, 2010; Ohly and Fritz, 2010; Wong and Ladkin, 2008).”
Antecedents and effects of engaged frontline employees (2011, background): “This study thus contributes to the literature that has called for more research on innovation in service organizations (Miles, 2000; Wong and Ladkin, 2008).”
Empowering leadership and the influence of a humorous work climate on service employees' creativity and innovative behaviour in frontline service jobs (2011, background): “Recently, there has been call for more research related to creativity and innovation linked to customer service (Wong and Ladkin, 2008).”
Work environment and atmosphere: The role of organizational support in the creativity performance of tourism and hospitality organizations (2015, unknown): “Organizations' survival and growth are widely believed to be highly dependent on employees' effort, behavior, and creativity as they perform service or product innovations (Enz, 2012; Horng et al., 2013; Wong and Ladkin, 2008).”
Linking transformational leadership and employee creativity in the hospitality industry: the influences of creative role identity, creative self-efficacy, and job complexity. (2014, background): “…the antecedents of employee creativity, which is required to generate novel ideas for new products, services and process, especially in the field of hospitality research (Amabile, Barsade, Mueller, & Staw, 2005; Horng & Lee, 2009; Robinson & Beesley, 2010; Wong & Ladkin, 2008; Wong & Pang, 2003).”
The Effects of Transformational Leadership and Perceived Creativity on Innovation Behavior in the Hospitality Industry (2015, background): “Recently, there have been calls for more research on innovation by using frontline employees as the empirical context (Coelho et al., 2011; Sousa & Coelho, 2011; Slåtten & Mehmetoglu, 2011; Wong & Ladkin, 2008).”
Perceived organizational support, employee creativity and proactive personality: The mediating effect of meaning of work (2018, background): “…to increase POS of employees, managers could provide career development opportunities (Allen, Eby, Poteet, Lentz, & Lima, 2004), exchange of ideas (Wong & Ladkin, 2008), recognition, promotion, wage increases and better work conditions, such as job security, autonomy and training (Rhoades &…”