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Related Experiment Video

Updated: Nov 2, 2025

The Social Dimension of Stress: Experimental Manipulations of Social Support and Social Identity in the Trier Social Stress Test
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Analyzing the relationship between managers' working pressure and creative behavior from the social network

Zhuohang Li1, Nomiyama Keita2

  • 1Business Faculty, City University of Macau, Macau, China.

Work (Reading, Mass.)
|June 14, 2021
PubMed
Summary

Managerial working pressure significantly impacts organizational creativity, with challenge pressure positively influencing it and hindrance pressure negatively. Organizational support plays a dual role in this relationship, enhancing creative outcomes.

Keywords:
Social network organizationchallenge pressurecorrelationcreative behaviorhindrance pressuremanagersmoderating impact

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Area of Science:

  • Organizational Behavior
  • Management Science
  • Creativity Studies

Background:

  • Increasing demands for innovation and creativity in the social environment raise expectations for enterprise innovation.
  • Research on the interplay between managerial working pressure and innovation behavior is limited.

Purpose of the Study:

  • To investigate the relationship between managers' working pressure and creative organizational behavior.
  • To offer insights for developing corporate innovation activities and enhancing organizational creativity.

Main Methods:

  • The study surveyed managers within enterprises operating in a social network context.
  • Reliability and validity of scales measuring challenge pressure, hindrance pressure, and organizational creativity were assessed.
  • Hypotheses were formulated to examine the direct and moderated relationships between working pressure, work engagement, and organizational creativity.

Main Results:

  • Scales demonstrated good reliability and validity (Cronbach's Alpha > 0.85).
  • Challenge pressure positively correlated with organizational creativity (P < 0.01), while hindrance pressure negatively correlated (P < 0.01).
  • Organizational support moderated the relationship between working pressure and work engagement, and between work engagement and organizational creativity.

Conclusions:

  • Findings provide a theoretical foundation for understanding the dynamics between working pressure and creative behavior.
  • The study offers practical references for improving enterprise creativity and innovation capabilities.