Linking an autonomy-supportive climate and employee creativity: the influence of intrinsic motivation and company support for creativity

Purpose Employees’ creativity is critical for the growth and survival of firms. Therefore, the purpose of this study is to propose a motivational model of creativity to address the effect of an autonomy-supportive climate on employee creativity. This study investigates whether this effect is mediated by intrinsic motivation in employees and depends on company support for creativity. Design/methodology/approach This study used a quantitative approach to collect data by conducting a survey in a developing country using paper-based questionnaires. From 220 questionnaires distributed, 151 usable survey responses were gathered for this study. In addition, structural equation modeling was used to test the hypothesis. Findings The results suggest a motivational contingent path through which employees’ creativity would be promoted. The findings indicate that employees in autonomy-supportive climates are more intrinsically motivated and more creative only when the company supports creativity. Practical implications The findings suggest that managers should provide employees with an autonomy-supportive climate. Furthermore, rewarding, recognizing and encouraging creativity in employees should be considered by companies. Originality/value This research integrates Amabile’s (1996) model of creativity and basic needs theory to empirically shed light on the inconsistent findings of the mediating role of intrinsic motivation in the relation of contextual factors to creativity. This study extends Amabile’s (1988) model to include an autonomy-supportive climate and explain how and when this kind of interpersonal climate contributes to enhanced creativity in employees. This research contributes to the basic needs theory by demonstrating that satisfaction of basic needs can also enhance creativity. The findings also add to the interactionist perspective of creativity because this study examines the interaction effect of company support for creativity and intrinsic motivation