Curious minds at work: how organizational support and motivation relate to employee creativity

Purpose This study aims to investigate how work curiosity, a form of job-related exploration, impacts creative behavior and innovation in time-constrained environments. Drawing on cognitive evaluation theory, the authors examine how organizational support for innovation and cognitive problem-solving influences curiosity and how different forms of motivation either enhance or mitigate these effects. Design/methodology/approach The authors conducted a survey with 306 employees from Taiwan’s high-tech manufacturing sector. Using structural equation modeling and hierarchical regression, the authors tested the bridging role of work curiosity in the effects of organizational support and cognitive problem-solving on creative and innovative outcomes, while considering the influence of motivation and time pressure. Findings Cognitive problem-solving shows a strong positive association with work-related curiosity. However, the impact of organizational support on curiosity is contingent upon the type of motivation involved. Intrinsic motivation amplifies the positive effect of organizational innovation support on curiosity, whereas extrinsic motivation diminishes it. Curiosity is a strong predictor of both creative behavior and innovation, though its influence on creativity weakens under conditions of time pressure. Originality/value Work curiosity lies at the heart of a learning organization. This study identifies employees’ curiosity as a central mechanism linking organizational and task design, work motivation and individual creativity. By demonstrating how motivation moderates the strength of these connections and how time pressure constrains creative output, this research clarifies when and how curiosity fosters innovation in volatile work environments.