Employee creativity and innovation in organizations

Purpose The purpose of this paper is twofold. First, the study considers research on creativity and innovation in the field of general management and hospitality. Second, the paper develops a theoretical model to integrate individual- and group-level creativity particularly for service organizations. Design/methodology/approach This paper provides a comprehensive, albeit non-inclusive, review of research on creativity and innovation in organizations. The review reveals that hospitality research on creativity and innovation has not matched the new advances in management research, particularly the multilevel nature of creativity and the outcomes of creativity. Thus, to advance research in hospitality, this paper proposes a multilevel model of creativity based on a strategic contingency power theory. This model examines how individual- and group-level uncertainties hinder creativity. Moreover, the model also considers several uncertainty coping strategies and examines individual- and group-level outcomes of creativity. Findings The proposed theoretical model integrates individual- and group-level uncertainty determinants of creativity and yields a multilevel approach to creativity. Several testable hypotheses are proposed. Research limitations/implications This paper highlights the strategic contingency power approach between individual- and group-level uncertainties in creativity. Uncertainty coping practices that alleviate the negative effects of uncertainties on creativity will be useful to managers and service organizations. Originality/value The proposed model provides plausible guidelines that advance creativity research in hospitality management.