Examining the effect of training and employee creativity on organizational innovation: a moderated mediation analysis

Abstract

Purpose

The purpose of this study to understand the effects of training and creativity on organizational innovation under the moderating influence of the organizational climate.

Design/methodology/approach

The theoretical model is grounded in the contingent resource-based view. To test the research hypotheses, this paper has gathered the cross-sectional data using a single informant pre-tested questionnaire. The data were collected from respondents working in Indian automotive manufacturing organizations. The data were further tested for the normality criteria followed by hypotheses testing using co-variance-based structural equation modelling Statistical Package for Social Sciences (SPSS), 2010.

Findings

The relationship between training and organizational innovation was leveraged by employee creativity, which acts as a mediator between the two. Moreover, the organizational climate augments the mediation process by coherently creating a positive moderating influence.

Practical implications

This study provides prospective insights to management leaders and practitioners by establishing how training can bring about positive change in the innovative front of the organization. It also offers keys to the organizations for an active engagement of the employees through a supporting climate conducive for harnessing of individual creativity and innovative potential.

Originality/value

This is the first endeavour made to examine the moderated mediation influence of organizational climate on training and employee creativity, by studying the mediating effect of employee creativity between training and organizational innovation.

Citation

Chaubey, A., Sahoo, C.K. and Das, K.C. (2022), "Examining the effect of training and employee creativity on organizational innovation: a moderated mediation analysis", International Journal of Organizational Analysis, Vol. 30 No. 2, pp. 499-524. https://doi.org/10.1108/IJOA-06-2020-2271