Purpose: In a dynamic and complex environment, employees’ creative performance (CP) can be essential in developing a distinguished and competitive strategy for an organization. Using the lens of competency management, this research examines how employees perceived environmental uncertainty (PEU) and competency formula relate to employee CP, with a focus on the hospitality industry. Design/methodology/approach: The data were collected from employees in the hospitality sector. Both symmetrical (PLS-SEM) and asymmetrical (fuzzy-set qualitative comparative analysis [fsQCA]) tests were performed to gain in-depth knowledge of how individual, organizational, and environmental factors can be configured to explain employees’ CP. Findings: The symmetrical analysis shows that competency formula mediates the negative impacts of PEU on two dimensions of creativity—that is, novelty and utility. The fsQCA testing generated contrasting findings and revealed that uncertainty, along with the formula elements, is a unique antecedent condition and opportunity for employees' CP. The inconsistent findings indicate asymmetrical and complex relationships between the proposed antecedents and outcomes in the case of employee creativity. Originality/value: This study is the first to employ symmetrical and asymmetrical testing to address the inadequacy of explaining employee CP in complex and uncertain environments, and highlight the crucial role of the competency formula in enhancing novelty and utility dimensions of CP. This research examines the impact of various internal and external factors (i.e., individual, organizational, contextual) on employee creativity within the hospitality industry. Implications: A combination of symmetrical and asymmetrical approaches is necessary to uncover the complex relationships among employees, organizations, and the environment. The study shows that organizational agility, competency strategies, and comprehensive strategic management processes can be configured to explain positive outcomes for organizations during uncertain circumstances. The findings can be used by HR practitioners to maximize employee creativity and enhance organizational performance.
Darvishmotevali, MahlaghaPrentice, CatherineAltinay, Levent
Oxford Brookes Business School
Year of publication: 2024Date of RADAR deposit: 2024-01-22