This study aimes to the investigate relationship between individual and organizational variables on staff innovative behavior. The individual variable is personal sense of humor, and the organizational variable is organizational playfulness climate. The analysis are done by using hierarchical linear modeling for Windows. The major results of thisstudy are as following: 1. The sense of humor has significant influence on staff innovative behavior. 2. Organizational playfulness climate has significant influence on staff innovative behavior. 3. The relationship between sense of humor, and staff innovative behavior is not affected by organizational playfulness climate. Finally, some suggestions provide as references to businesses and further studies.

This study aimed to investigate relationship between individual and organizational variables on staff innovative behavior. Individual variables were personal playfulness and sense of humor, and organizational variable was organizational playfulness climate. The analyses were done by using hierarchical linear modeling for Windows. The main findings of this study were as follows: 1. Personal playfulness had significant influence on staff innovative behavior. 2. The sense of humor had insignificant influence on staff innovative behavior. 3. Organizational playfulness climate had significant influence on staff innovative behavior. 4. The relationship among personal playfulness, sense of humor, and staff innovative behavior was not affected by organizational playfulness climate. Finally, some suggestions were offered as references to businesses and further studies.

Emotionally disconnected employees, about 70% in the U.S., do not experience positive affect at work, are disengaged, and not creative. The purpose of this quantitative quasi-experimental study was to investigate the effects of leaders' endorsement of idiosyncratic workplace fun (independent variable) and organizational playfulness climate (independent variable) on organizational creativity (dependent variable). Complexity-based theoretical perspectives on organizational creativity framed this quantitative study. Data were collected via three survey instruments at two data points from 7 project teams, divided into two experimental groups, at 6 companies in northwestern United States. One group received an intervention for 1 month. Pearson's correlation analysis showed no significant relationships between leaders' endorsement of idiosyncratic workplace fun and organizational playfulness climate with organizational creativity. Repeated measures analysis of variance revealed that the 2 experimental groups did not differ significantly in terms of their creativity when team leaders endorsed idiosyncratic workplace fun and when project teams worked in an organizational playfulness climate. Bivariate regression analysis and multiple regression analysis showed that leaders' endorsement of idiosyncratic workplace fun and organizational playfulness climate did not predict organizational creativity, neither individually nor collectively. Although the study's findings cannot be used to affect social change, the examination of the relationships between leaders' endorsement of idiosyncratic workplace fun, organizational playfulness climate, and organizational creativity in the future might yield important insights about the mechanisms facilitating the emergence of organizational creativity at companies.