Research　on　individual　intellectual　capital　(IIC)　focuses　on　how　employees　utilize　3　dimensions-individual　human　capital　(IHC),　individual　structural　capital　(ISC),　and　individual　relational　capital　(IRC)-to　stimulate　employee　creativity　(including,　radical　and　incremental　creativity)　independently　or　additively.　However,　this　variable-centered　perspective　ignores　the　possibility　that　there　are　employees　who　may　differ　in　their　combined　use　of　IHC,　ISC,　and　IRC,　leading　to　not　get　a　clearer　picture　of　how　radical　and　incremental　creativity　is　actually　affected　by　their　subpopulations.　To　address　this　issue,　we　conducted　2　studies　that　examined　IHC,　ISC,　and　IRC　from　a　person-centered　perspective.　Using　latent　profile　analysis,　we　identified　4　IIC　profiles-excellence,　self-absorption,　social　interaction,　and　general-and　found　that　these　profiles　were　differentially　predicted　radical　and　incremental　creativity.　Our　results　reveal　new　insights　into　the　nature　of　IIC　and　how　different　employees　falling　into　these　profiles　can　be　best　managed　to　accomplish　different　forms　of　creativity.