International Journal of


EISSN: 2313-3724, Print ISSN: 2313-626X

Frequency: 12

line decor
line decor

 Volume 10, Issue 6 (June 2023), Pages: 195-200


 Original Research Paper

Organizational creativity and remote working in the deployment of COVID-19 in Saudi Arabia


 Rajeh Bati Almasradi 1, Mohamed Romdhane 2, Mohamed Bilel Triki 3, *


 1Department of Business Administration, College of Business, University of Bisha, Bisha, Saudi Arabia
 2Departement of Finance, Institut Supérieur de Gestion ISG, University of Tunis, Tunis, Tunisia
 3Department of Administration, Applied College, University of Bisha, Bisha, Saudi Arabia

  Full Text - PDF          XML

 * Corresponding Author. 

  Corresponding author's ORCID profile:

 Digital Object Identifier:


The objective of this research is to examine and assess the impact of the initial experiences of remote working in Saudi Arabia during the COVID-19 pandemic. Specifically, the study focuses on investigating the extent to which remote working in various economic and administrative sectors in Saudi Arabia has influenced organizational creativity. The research follows an exploratory approach, benefiting from unique insights obtained through a questionnaire distributed among employees of both Saudi and international companies. The questionnaire is designed around four key dimensions: changes in working practices, knowledge-creation processes, remote working, and organizational creativity. The methodology employed in this study involves weighted logistic regression to analyze the relationship between remote working and organizational creativity. The findings demonstrate that certain factors, such as learning, trust, autonomy, and remote working itself, have a positive impact on organizational creativity. These factors facilitate the independent generation of innovative and valuable ideas for services or products. On the other hand, centralization within organizations appears to discourage creative work. In conclusion, this research sheds light on the effects of remote working in Saudi Arabia during the COVID-19 pandemic and highlights the significance of factors that contribute to organizational creativity in the context of remote work. The findings have implications for businesses and policymakers seeking to promote creativity and innovation within their organizations during times of remote work arrangements.

 © 2023 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (

 Keywords: Organizational creativity, Remote working, Saudi Arabia, COVID-19

 Article History: Received 20 December 2022, Received in revised form 8 April 2023, Accepted 3 May 2023


The researchers present their thanks and appreciation to the Deanship of Scientific Research at the University of Bisha, Kingdom of Saudi Arabia, for funding this research through the University of Bisha's initiative for research. Grant number (UB-Promising-9-1443).

 Compliance with ethical standards

 Conflict of interest: The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.


 Almasradi RB, Romdhane M, and Triki MB (2023). Organizational creativity and remote working in the deployment of COVID-19 in Saudi Arabia. International Journal of Advanced and Applied Sciences, 10(6): 195-200

 Permanent Link to this page


 No Figure


 Table 1 Table 2 Table 3 Table 4 Table 5


 References (15)

  1. Amabile TM (1988). A model of creativity and innovation in organizations. Research in Organizational Behavior, 10(1): 123-167.   [Google Scholar]
  2. Amabile TM, Conti R, Coon H, Lazenby J, and Herron M (1996). Assessing the work environment for creativity. Academy of Management Journal, 39(5): 1154-1184.   [Google Scholar]
  3. Bagozzi RP and Yi Y (1988). On the evaluation of structural equation models. Journal of the Academy of Marketing Science, 16: 74-94.   [Google Scholar]
  4. Béland LP, Brodeur A, and Wright T (2020). The short-term economic consequences of Covid-19: Exposure to disease, remote work and government response. IZA Discussion Paper No. 13159, Institute of Labor Economics (IZA), Bonn, Germany.   [Google Scholar]
  5. Brakman S, Garretsen H, and van Witteloostuijn A (2020). The turn from just-in-time to just-in-case globalization in and after times of COVID-19: An essay on the risk re-appraisal of borders and buffers. Social Sciences and Humanities Open, 2(1): 100034.   [Google Scholar] PMid:34171023 PMCid:PMC7264036
  6. Fornell C and Larcker DF (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1): 39–50.   [Google Scholar]
  7. Gajendran RS and Harrison DA (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6): 1524-1541.   [Google Scholar] PMid:18020794
  8. Gajendran RS, Harrison DA, and Delaney‐Klinger K (2015). Are telecommuters remotely good citizens? Unpacking telecommuting's effects on performance via I‐deals and job resources. Personnel Psychology, 68(2): 353-393.   [Google Scholar]
  9. Gaudecker HMV, Holler R, Janys L, Siflinger BM, and Zimpelmann C (2020). Labour supply in the early stages of the COVID-19 pandemic: Empirical evidence on hours, home office, and expectations. IZA Discussion Paper No. 13158, Institute of Labor Economics (IZA), Bonn, Germany.   [Google Scholar]
  10. Gilson LL and Shalley CE (2004). A little creativity goes a long way: An examination of teams’ engagement in creative processes. Journal of Management, 30(4): 453-470.   [Google Scholar]
  11. Hair JF, Ringle CM, and Sarstedt M (2013). Partial least squares structural equation modeling: Rigorous applications, better results and higher acceptance. Long Range Planning, 46(1-2): 1-12.   [Google Scholar]
  12. Koch J, Wenzel M, Senf NN, and Maibier C (2018). Organizational creativity as an attributional process: The case of haute cuisine. Organization Studies, 39(2-3): 251-270.   [Google Scholar]
  13. Sardeshmukh SR, Sharma D, and Golden TD (2012). Impact of telework on exhaustion and job engagement: A job demands and job resources model. New Technology, Work and Employment, 27(3): 193-207.   [Google Scholar]
  14. Vega RP, Anderson AJ, and Kaplan SA (2015). A within-person examination of the effects of telework. Journal of Business and Psychology, 30: 313-323.   [Google Scholar]
  15. Wang B, Liu Y, Qian J, and Parker SK (2021). Achieving effective remote working during the COVID‐19 pandemic: A work design perspective. Applied Psychology, 70(1): 16-59.   [Google Scholar] PMid:33230359 PMCid:PMC7675760