Organizational pride as an antecedent of employee creativity in the petrochemical industry

Abstract

Purpose

This empirical study aims to explore the impact of two facets of organizational pride (namely, emotional and attitudinal) on employee creativity in petrochemical companies in the Sultanate of Oman.

Design/methodology/approach

Using a simple random sample technique, data were collected using a questionnaire from 278 respondents working in five major petrochemical organizations operating in Oman. Data were examined using structural equation modeling.

Findings

The findings revealed that attitudinal organizational pride is the only dimension of organizational pride that has a direct significant positive effect on creativity, while emotional pride does not affect creativity.

Research limitations/implications

The current study is considered among the pioneering studies in its contextual field. However, despite its importance, it has several limitations. First, this study is limited to the petrochemical sector. Second, the study is limited to two variables: organizational pride and creativity. Last, this study examined creativity as one variable.

Practical implications

Attitudinal organizational pride directly affects employee creativity. Petrochemical managers should consider and enhance attitudinal organizational pride.

Originality/value

This study contributes to the literature investigating the attitudinal and emotional aspects as facets of organizational pride in relation to employee creativity, and it is the first to do so in the context of the Sultanate of Oman.