Abstract
This study aims to examine the effect of job embeddedness on creative performance. A questionnaire was used to collect data from 381 employees of mobile telecommunication companies in Egypt. The hypothesized relationship was tested by using the partial least squares structural equation modeling technique (PLS-SEM). The results indicate that job embeddedness dimensions, namely links, fit, and sacrifices have a significant positive effect on creative performance. These findings show that strengthening employee's links with co-workers, supervisors, and customers, ensuring a good fit with the job, and preventing the sacrifice of organizational benefits can improve creative performance. This research integrates philosophies from job embeddedness theory and previous management studies into a more employee-centered approach. Thus, this paper contributes to the existing literature by providing evidence that job embeddedness enhances employees' creative performance. Theoretical and practical implications are discussed. In addition, limitations and future research directions are presented.

Keywords: Job embeddedness theory, Job embeddedness, Creative performance.