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Research on Science & Technology Talents

The Impact of Integrating and Sharing Human Resource Practice  on Employee Creativity 

Zhao Fuqiang1 , Li Yueqiu1, 3 , Chen Yun1 , Xu Dan2 

(1.School of Management, Wuhan University of Technology, Wuhan 430070, China; 2.School of Economics, Zhongnan University of Economics and Law, Wuhan 430073, China; 3.Yantai Engineering & Technology  College,Yantai 264006, China)

Abstract: With the external environment becoming more and more volatile, uncertain, com⁃ plex, and ambiguous, innovation has become a key driving force for organizations to achieve sus⁃ tainable development. Employee creativity is the foundation and source of organizational innova⁃ tion. Human resource practice, as a link between individuals and organizations in the organiza⁃ tional environment, has a significant impact on employees' creativity by influencing their atti⁃ tudes and behaviors. In the era of the digital economy, enterprises should not only focus on the  exploitation of internal resources but also enhance their ability to obtain external resources, and  pay more attention to the systematic integration of internal and external resources. Therefore, tra⁃ ditional human resource practice needs to be upgraded through evidence-based optimization, scientific configuration, and organic collaboration. Integrating and sharing human resource prac⁃ tice, known as IS-HRP, is a series of human resource management activities adopted by organi⁃ zations to achieve employee demands, improve organizational performance, achieve organiza⁃ tional goals, and gain competitive advantages, aimed at breaking resource flow restrictions, inte⁃ grating and restructuring heterogeneous internal and external resources, and enhancing em⁃ ployee innovation capabilities. IS-HRP can break through resource flow restrictions, integrate  and restructure heterogeneous internal and external resources, and thus have an impact on em⁃ployee creativity. However, the impact, mediating mechanism, and situational conditions of ISHRP on employee creativity have not been systematically explained by existing research. Based  on this, this study aims to explore the mediating mechanism and boundary condition of IS-HRP  on employee creativity according to the resource preservation theory. The empirical study is  based on multi-point questionnaire surveys, multiple linear stepwise regression, logarithmic lin⁃ ear regression, and conditional process models. The findings reveal several key points: ①ISHRP has a significant positive impact on employee creativity. ② Social capital, psychological  capital, interpersonal capital, human capital, and their coupling play a significant mediating role  between IS-HRP and employee creativity. ③Ambidextrous leadership moderates the direct ef⁃ fect of IS-HRP on social capital, psychological capital, and interpersonal capital. It also influ⁃ ences the indirect effects on employee creativity through these forms of capital. Meanwhile, am⁃ bidextrous leadership moderates the direct effect of IS-HRP on capital coupling and its indirect  effect on employee creativity through capital coupling. ④Under low-level ambidextrous leader⁃ ship, the direct and indirect effects of IS-HRP are stronger. Therefore, this study enriches the  theoretical research on strategic human resource management in the era of the digital economy  from the perspective of integration and sharing of innovative resources, opens up the complex  black box of the impact of human resource practice on employee creativity, and expands the theo⁃ retical research on the contextual conditions of its mechanism. Based on the above conclusion, enterprises can carry out diversified IS-HRP, flexibly switch between transformational and trans⁃ actional leadership styles, promote the accumulation and coupling of multidimensional capital, such as social, psychological, interpersonal, and human capital of employees, thereby tapping  into their creative potential and enhancing their creativity. 

Key words: integrating and sharing human resource practice (IS-HRP); employee creativity; ambidextrous leadership; capital coupling; innovation performance; digital economy; knowledge  creation; resource conservation theory