Ongoing changes in competitiveness and advancements in technology are challenging the ability of manufacturing firms to bring about responsible innovation in emerging economies. A crucial response to this situation involves supporting employee creativity as a strategy suited to foster responsible innovation. Prior research has established a positive correlation between employee creativity and responsible innovation. However, when attempting to promote employee creativity, firms are often faced with challenges to their organizational culture (OC), especially in the presence of limited employee trust in their leaders. Although, extant research has suggested a positive correlation between leader trustworthiness and employee creativity, little is known of the stability of such relationship under diverse OCs. Also, previous research on the correlation between OC and employee creativity has yielded conflicting findings, thus failing to contribute to the knowledge of how organisations may further engage in responsible innovation. Consequently, we investigated the influence of diverse OCs on employee creativity, and how leader trustworthiness affects the relationship between them. To do so, we undertook a quantitative analysis of a coded cross-sectional survey involving 222 participants from 54 manufacturing organizations in Malaysia. The survey data were evaluated through partial least squares structural equation modelling (PLS-SEM). An importance-performance map analysis shows that clan OC has the strongest positive correlation with employee creativity and exerts the highest level of importance to it. Surprisingly, leader trustworthiness was found to decrease employee creativity and to strengthen the positive relationships of market and hierarchical OC with employee creativity. Our study offers novel insights into how diverse OCs and leader trustworthiness impact employee creativity in an emerging economy context.

竞争力的持续变化和技术的进步正在挑战制造业企业在新兴经济体实现负责任创新的能力。对这种情况的关键反应是支持员工创造力，将其作为一种适合促进负责任创新的策略。先前的研究已经在员工创造力和负责任的创新之间建立了正相关关系。然而，在试图促进员工创造力时，公司往往面临着组织文化 (OC) 的挑战，尤其是在员工对其领导者的信任有限的情况下。尽管现有研究表明领导者的可信度与员工创造力之间存在正相关关系，但人们对这种关系在不同 OC 下的稳定性知之甚少。还有，先前关于 OC 与员工创造力之间相关性的研究得出了相互矛盾的发现，因此未能有助于了解组织如何进一步参与负责任的创新。因此，我们调查了不同 OC 对员工创造力的影响，以及领导者的可信度如何影响他们之间的关系。为此，我们对一项涉及马来西亚 54 个制造组织的 222 名参与者的编码横断面调查进行了定量分析。调查数据通过偏最小二乘结构方程模型（PLS-SEM）进行评估。重要性绩效图分析表明，部落 OC 与员工创造力的正相关性最强，并对其发挥了最高水平的重要性。令人惊讶的是，研究发现，领导信任会降低员工创造力，并加强市场和层级 OC 与员工创造力的正相关关系。我们的研究为新兴经济环境中多元化的 OC 和领导者的可信度如何影响员工创造力提供了新颖的见解。