| Organizational innovation is key to organizations' financial performance and long-term success (Anderson, Poto?nik, & 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; Hulsheger, 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. |
