Organizational versus professional commitments of leaders: implications for ambidextrous learning and creativity in work teams
研究领导者对组织和职业的承诺如何分别通过知识利用和知识探索影响团队创造力，发现组织承诺可能抑制创造力，而职业承诺则促进创造力。
Organizational commitment has long been central to both research and practice in managing employees, as reflected in the widespread endorsement of high-commitment HRM. However, the question regarding the function of leaders’ commitment remains largely unexplored. To address this gap, this study focuses on leaders’ commitment to their organization and profession and investigates how these commitments shape team processes and outcome. Drawing on the leadership and ambidextrous learning literatures, we propose that leaders’ organizational and professional commitments are positively related to team knowledge exploitation and exploration, respectively, which in turn predict team creativity. Our analysis of multi-wave, multi-source field data revealed that leaders’ organizational commitment hindered team creativity through increased knowledge exploitation, although this negative indirect effect was mitigated in teams performing high levels of boundary-spanning activities. In contrast, leaders’ professional commitment had a positive indirect effect on team creativity via enhanced knowledge exploration. This study contributes to the literature by illuminating how leaders’ self-identities shape team learning and ultimately promote or inhibit team creativity.