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Full Length Research Paper
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Impact of
role ambiguity and role conflict on employee creativity
Yung-Tai Tang*
and Chen-Hua Chang
Department of International Business, Providence University,
No. 200 Chung-Chi Road, Shalu, Taichung Hsien, 43301 Taiwan,
R. O. C.
*Corresponding author. E-mail:
yttang@pu.edu.tw.
Tel: +886-4-2632-8001 ext. 13114. Fax: +886-4-2632-4044.
Accepted 26 February, 2010 |
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Abstract |
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Exactly how role stress and various performances of individuals
are related has received considerable attention, in which stress
has been found to affect individual creativity. However, exactly
how role stress and employee creativity are related has seldom
been examined empirically. By extending the results of
literature, this study proposes five hypotheses on how role
ambiguity and role conflict (via self-efficacy and job
satisfaction) affect employee
creativity directly and indirectly. Survey data from 202
employees of Taiwanese companies reveal not only a direct and
negative link between role ambiguity and creativity, but also a
direct and positive link between role conflict and creativity.
The survey results further demonstrated that both self-efficacy
and job satisfaction serve as partial mediators between role
conflict and creativity. However, only job satisfaction (and not
self-efficacy) is a partial mediator between role ambiguity and
creativity. Implications of the findings of this study and
possible directions for future research are also discussed.
Key words:
Role ambiguity, role conflict, creativity. |
