The Role of Knowledge Sharing, Leader-Member Exchange, and Psychological Contract to Enhance Employee Creativity in Theme Park Work Team: An Empirical Study from Taiwan

• Main Authors: Chih-Chiang Chen, 陳志強
• Other Authors: 廖述賢
• Format: Others
• Language: en_US
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/48pfc5

博士 === 淡江大學 === 管理科學學系博士班 === 106 === There is no doubt that tourism industry is the world’s largest service industry in terms of gross revenue. The development of tourism industry has brought new ideas, theory and practical application for tourism, leisure, and hospitality industry and attracted many researchers and practitioners. Therefore, related tourism issues are becoming research trend. To build organization’s sustainable competitive advantage depends on organization innovation and the source of innovation is individual’s creativity. Based on this, the present study investigated the relationships among variables from three levels of individual, multi and team. At the individual level, to explore how knowledge sharing, leader-member exchange, and psychological contract affect employee creativity; at the cross-level, to explore the relationships among team knowledge sharing affects leader-member exchange and employee creativity; finally, to explore the relationships among team knowledge sharing, team creativity, and team innovation at the team level. Theme park industry is an important part of the tourism industry which needs creativity and innovation to survive. This study use data from 43 team leaders and 215 team members in a theme park in Taiwan, who are engaged in offering creative and innovative customer services. The results showed that, at the individual level, employees knowledge sharing enhanced the relationship quality between supervisors and subordinates, which in turn promoted their creativity; In addition, the psychological contract played a moderated role in moderating the mediation relationship among knowledge sharing, leader-member exchange, and employee creativity. At the cross-level, the study found team knowledge sharing enhanced the relationship quality between supervisors and subordinates, which in turn promoted their creativity. Finally, at the team level, the analysis showed that the team knowledge sharing improved team creativity; however, team creativity did not have a significant correlation with team innovation.