Unpacking the relationship between knowledge-sharing efforts and creativity: The critical roles of relationship quality and perceived organizational politics

Abstract

This thesis contributes to creativity research by investigating the link between employees’ knowledge-sharing efforts and creativity and how this link is moderated by two aspects of relationship quality (informality and emotional openness) and the belief that organizational decision making is marked by destructive political games. It proposes that the usefulness of knowledge-sharing efforts for stimulating creativity is higher when employees maintain informal relationships with their colleagues and feel comfortable expressing a diverse range of emotions with them. In addition, extensive knowledge-sharing efforts are less likely to enhance creativity when employees believe that organizational decision making is guided by destructive political games. Finally, the harmful effect of perceived organizational politics on the knowledge-sharing efforts–creativity relationship is mitigated when employees can rely on high levels of relationship quality. This research holds useful implications for organizations regarding the circumstances in which the application of employee knowledge to the generation of novel solutions to problem situations is most effective.