Effects of corporate reputation and social identity on innovative job performance

Abstract

Purpose

This study analyzes the indirect effects of corporate reputation and social identity on innovative job performance, through organization engagement.

Design/methodology/approach

A single entity survey was conducted with the employees of a unicorn startup, which is the largest financial services startup (fintech) in Brazil, and the data were analyzed using structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA).

Findings

The results present empirical evidence that corporate reputation and social identity (employee-company identification) are able to stimulate innovative job performance, mediated by organization engagement. In addition to these symmetrical relationships, asymmetrically, combinations of these constructs with different education levels, age and tenure promote high innovative job performance.

Research limitations/implications

The study has theoretical implications to the extent that the precepts of the social identity theory are observed, by verifying the direct influence of corporate reputation and employee-company identification on organization engagement. It also has implications for presenting an indirect positive effect of corporate reputation and employee-company identity on innovative job performance.

Practical implications

It contributes by providing subsidies for the company to find to keep employees engaged and prone to innovation, which represents an important managerial parameter and competitive advantage.

Originality/value

The literature points to the need to identify antecedents of innovative job performance. It is postulated that corporate reputation and social identity can indirectly reflect on innovative job performance, mediated by organizational engagement.

Citation

Frare, A.B. and Beuren, I.M. (2022), "Effects of corporate reputation and social identity on innovative job performance", European Journal of Innovation Management, Vol. 25 No. 5, pp. 1409-1427. https://doi.org/10.1108/EJIM-02-2021-0071