Despite the support for the above framework, there has been no
attempt to integrate it with a theory that could be used as a basis
for explaining employee creativity in response to the two types of
stress (Ng and Feldman, 2012; Talbot et al., 1992). For either aspect
of stress to result in creativity, employees must make an active and
constructive response. Leaving a job is a genuine option for stressed
employees, and when employees choose to exit, their potential to
be creative and improve the focal organization is removed. However,
exit will not be a viable option for employees when there are
high costs associated with leaving and they are aware of these. In
addition, finding another job cannot guarantee work stress would
totally disappear in anewfirm. In this situation, stressed employees
often feel that staying is the better choice. Voice behaviors such as
creativity not only enable organizations to channel their employees’
stress into a positive desire for change, but also help them to
correct problems and improve performance.Arecent meta-analysis
conducted by Ng and Feldman (2012) supported our argument that
work stress is associated with voice behavior, which in turn positively
related to performance outcomes. Thus, consistent with the
voice theory, individuals who experience challenge stress and hindrance
stress will be associated with creativity as an expression of
voice behaviors.