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1 – 10 of 31R. Deepa, Rupashree Baral and Gordhan Kumar Saini
This study aims to investigate the effect of high-performance HR practices (HPHRP) on the innovative work behaviour (IWB) of employees. Drawing on social exchange theory, when…
Abstract
Purpose
This study aims to investigate the effect of high-performance HR practices (HPHRP) on the innovative work behaviour (IWB) of employees. Drawing on social exchange theory, when employees perceive their exchange relationship in terms of HPHRP and leadership support as fair, we hypothesize that employees will demonstrate greater IWB. However, drawing on social identity theory, we hypothesize that when the attitude of employees towards their employer with best employer practices is favourable, the impact of HPHRP mediated by organizational pride and organizational identification, has a greater impact on employee IWB.
Design/methodology/approach
Survey research was used to empirically validate the study involving employees (n = 370) who belong to the best employer brands in India. The data was analysed using Process Macro Models 7 for moderated mediation and Model 6 for serial mediation using bootstrapping procedures.
Findings
The results suggest that perceived leadership support moderated the indirect effect of HPHRP on IWB through organizational pride. Again, organizational pride and identification partially and serially mediated the impact of HPHRP on IWB.
Research limitations/implications
Organizations must invest in HPHRP, with supportive leadership practices that can foster an emotional attitude of pride and a cognitive attitude of organizational identification to be an employer of choice resulting in employees’ IWB.
Originality/value
The study investigating the mediating impact of the emotional and cognitive attitudes of pride and organizational identification has not been previously explored, in the relationship between HPHRP and IWB, from a social identity perspective.
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Walton Wider, Jiaming Lin and Muhammad Ashraf Fauzi
The capacity of organizations to adapt swiftly and implement innovative approaches has ignited discussions about which human resource management (HRM) practices can foster…
Abstract
Purpose
The capacity of organizations to adapt swiftly and implement innovative approaches has ignited discussions about which human resource management (HRM) practices can foster creativity and innovative work behavior (IWB) among employees. Research suggests that IWB thrives in an environment where HRM acts as the architect, influencer and developer. However, our understanding of the specific HRM practices that promote innovative work behaviors remains limited. Existing studies offer scattered and occasionally conflicting insights, particularly concerning measurements and theoretical frameworks that could enable greater generalizability. Consequently, a comprehensive review of the relationships between HRM, innovation and IWB could provide clearer evidence about how HRM impacts innovation. This research presents a bibliometric analysis of research on the relationship between HRM and IWB. The purpose of this analysis is to provide an in-depth overview of the current state and future prospects of HRM and IWB by examining past and current research trends and predict future research directions.
Design/methodology/approach
The study used a bibliometric approach to collect 280 journal articles from the Web of Science database. The study identifies the most influential publications, outlines the knowledge structure and forecasts future trends using co-citation and co-word analysis.
Findings
The results of the co-citation and co-word analysis revealed the existence of four clusters. While acknowledging some limitations, this review sheds light on the expanding field of HRM and IWB research.
Practical implications
The study provides a comprehensive understanding of HRM and IWB as well as insights into future advancements in the field.
Originality/value
This is the first study to use bibliometric analysis based on the Web of Science (WOS) database to conduct a quantitative evaluation of the HRM practice and IWB literature.
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Moza Tahnoon Al Nahyan, Muna Saeed Al Suwaidi, Noora Al Zaabi, Fatima Al Qubaisi and Fauzia Jabeen
Based on the componential theory of organizational creativity and innovation, this study examined the relationship between managerial coaching (MC) and innovative work behavior…
Abstract
Purpose
Based on the componential theory of organizational creativity and innovation, this study examined the relationship between managerial coaching (MC) and innovative work behavior (IWB). It focused on the mediating role of psychological empowerment and the moderating role of task interdependence.
Design/methodology/approach
The self-administered questionnaires were used to collect data from 420 employees of the United Arab Emirates’s public sector organizations. A hierarchical linear model (HLM) with different regression techniques was used.
Findings
The results showed that MC directly influences IWB. The path analysis also revealed that MC has an indirect effect on IWB via psychological empowerment. The moderating role of task independence in MC and IWB was also revealed.
Practical implications
The findings shall provide insights that will help practitioners and academics understand frontline employees' innovative behavior in public sector settings and formulate strategies that will increase the involvement of employees in displaying innovation-based activities at the workplace.
Originality/value
This study adds value to the literature by integrating the componential theory of organizational creativity and innovation in public sector settings.
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Michael Kyei-Frimpong, Obi Berko Obeng Damoah and Majoreen Osafroadu Amankwah
This study aims to examine authentic leadership behavior (ALB) and empowering leadership behavior (ELB) as predictors of innovative work behavior (IWB) while assessing the…
Abstract
Purpose
This study aims to examine authentic leadership behavior (ALB) and empowering leadership behavior (ELB) as predictors of innovative work behavior (IWB) while assessing the mediating role of work-family enrichment (WFE).
Design/methodology/approach
Through the explanatory research design, data was retrieved from 303 respondents from 16 small-sized hotels in Ghana and analyzed quantitatively using descriptive and inferential statistics (hierarchical component analysis within PLS-SEM).
Findings
The study’s findings revealed that both ALB and ELB positively and significantly relate to IWB. Additionally, our study found that WFE partially mediated the nexus between ALB and IWB as well as ELB and IWB.
Practical implications
The findings of our study imply that in the pursuit of excellence, ALB and ELB in the hospitality industry are crucial, as they not only nurture employee potential but also help employees to thrive both at home and at the workplace.
Originality/value
The hospitality literature lacks a comprehensive understanding of the underlying mechanism by which ALB and ELB influence IWB. To the best of the authors' knowledge, our study is the first empirical study conducted on ALB, ELB, WFE, and IWB in the hospitality industry.
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Jin-Xing Hao, Zhiqiang Chen, Minhas Mahsud and Yan Yu
Drawing upon psychological ownership theory, the aim of this study was to uncover the coexisting mediating effects of knowledge sharing and hiding on the relationship between…
Abstract
Purpose
Drawing upon psychological ownership theory, the aim of this study was to uncover the coexisting mediating effects of knowledge sharing and hiding on the relationship between employees’ organizational psychological ownership (OPO) and their innovative work behavior (IWB). The moderating role of organizational context in these mediating relationships was further examined to determine the moderated mediation paths.
Design/methodology/approach
This study mainly used a survey-based research method and collected data from 512 professionals from both public and private organizations in Pakistan to test our proposed hypotheses.
Findings
The results showed that coexisting knowledge sharing and hiding mediated the relationship between employees’ OPO and IWB. Furthermore, organizational context moderated the mediated relationships, providing support for the moderated mediation framework.
Practical implications
The results highlight the significance of fostering employees’ OPO to enhance their IWB by promoting knowledge sharing and preventing knowledge hiding. This study also urges managers to consider the contingency effect of organizational contexts when promoting employees’ IWB in emerging economies.
Originality/value
The results obtained in this study suggest that the knowledge behavior paradox occurs in organizations, and distinct organizational contexts play crucial but differential roles in intervening in the effect of employees’ OPO on their IWB. This study empirically validated this complex mechanism in an important emerging economy in Asia.
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Shaima Yousif Alobeidli, Syed Zamberi Ahmad and Fauzia Jabeen
This study aims to explore how visionary leadership influences innovative work behavior (IWB) with the mediating effect of knowledge sharing (KS), employee creativity and…
Abstract
Purpose
This study aims to explore how visionary leadership influences innovative work behavior (IWB) with the mediating effect of knowledge sharing (KS), employee creativity and moderating role of work centrality in the relationship between employee creativity and IWB in the organization.
Design/methodology/approach
A survey was administered to 304 respondents who were employees in different organizations in the United Arab Emirates. The data were analyzed through structural equation modeling using SmartPLS4.
Findings
The results show that visionary leadership is significantly associated with KS and employee creativity. Moreover, employee creativity has a notable impact on IWB, and the connection between employee creativity and IWB remains unaffected by work centrality.
Originality/value
This study offers a novel perspective by investigating the interrelationship between visionary leadership, KS, employee creativity, work centrality and IWB. A distinctive feature of this study lies in its focus on the mediation and moderation effects within this framework, with emphasis on a relatively new leadership style, visionary leadership. By exploring the mediating role of KS between visionary leadership and employee creativity, as well as the mediating role of employee creativity between KS and IWB, this study offers one of the first to highlight the underlying mechanisms that drive IWB. Furthermore, to the best of the authors’ knowledge, this study is one of the first to introduce work centrality as a moderator in the relationship between employee creativity and IWB.
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Laiba Kafeel, Muhammad Mumtaz Khan and Syed Saad Ahmed
The study aims to explore the mediating role of flow at work and moderating role of creative self-efficacy in the relationship between authentic leadership and innovative work…
Abstract
Purpose
The study aims to explore the mediating role of flow at work and moderating role of creative self-efficacy in the relationship between authentic leadership and innovative work behavior.
Design/methodology/approach
The study collected data from 315 employees working in the service sector through survey design. Data analysis was done through structural equation modeling.
Findings
The findings revealed that authentic leadership is related to flow at work and innovative work behavior. Flow at work was also found to be related to innovative work behavior. Flow at work was found to mediate the relationship between authentic leadership and innovative work behavior. The study also confirmed the moderating role of creative self-efficacy in the relationship between authentic leadership and innovative work behavior.
Originality/value
The study unearthed the previously unexplored mediating role of flow at work linking authentic leadership to innovative work behavior. Additionally, it is the first study that explicated how creative self-efficacy moderates the relationship between authentic leadership and innovative work behavior; the relationship between the two is stronger when creative self-efficacy is high.
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Léa Fréour, Adalgisa Battistelli, Sabine Pohl and Nicola Cangialosi
Innovative work behaviour (IWB) has long been advocated as a crucial resource for organisations. Evidence that work characteristics stimulate the adoption of IWB is widespread…
Abstract
Purpose
Innovative work behaviour (IWB) has long been advocated as a crucial resource for organisations. Evidence that work characteristics stimulate the adoption of IWB is widespread. Yet, the relationship between knowledge characteristics and IWB has often been overlooked. This study aims to address this gap by examining this relationship.
Design/methodology/approach
Building on an integrative vision of innovation, this study analyses the effects of combinations in work characteristics on IWB through a configurational approach. Job autonomy, complexity, problem solving, specialisation and demand for constant learning were examined as determinants of IWB using fuzzy-set qualitative comparative analysis.
Findings
Based on a sample of 214 Belgium employees, the results highlight seven configurations of work characteristics to elicit high levels of IWB. For six of them, problem solving appears as a needed condition.
Practical implications
Presented findings offer insights for organisations aiming at evolving in a competitive context to generate optimal conditions for promoting employee innovation.
Originality/value
While most studies have tested the influence of work characteristics independently, this research investigates the joint influence of work characteristics and identifies how combinations of multiple variables lead to IWB.
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Drawing upon social exchange theory and self-determination theory (SDT), this study investigates the influence of psychological empowerment (PE) on innovative work behavior (IWB…
Abstract
Purpose
Drawing upon social exchange theory and self-determination theory (SDT), this study investigates the influence of psychological empowerment (PE) on innovative work behavior (IWB) among faculty members in Iraqi institutions of higher education. Additionally, this study aims to explore the role of inclusive leadership (IL) as a mediator between PE and IWB. Academic institutions are vital contributors to economic expansion through their research and the development of highly qualified graduate employees.
Design/methodology/approach
To test the developed hypotheses, a quantitative approach was used with structural equation modeling via partial least squares (PLS-SEM) and bootstrapping estimation. The analysis was conducted using 497 responses.
Findings
The results of this study demonstrate that PE has a positive impact on IWB among faculty members. Furthermore, IL mediates the relationship between PE and IWB.
Originality/value
This study contributes to the existing literature by highlighting the significance of IL in encouraging employee participation in organizational change. The findings also suggest that IL plays a crucial mediating role in the relationship between PE and IWB among faculty members in Iraqi institutions of higher education.
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Badreya Al Bloushi, Khalid Mehmood, Fauzia Jabeen and Ahmed Alharmoodi
Drawing upon curiosity drive theory, we examine the effects of epistemic curiosity (EC) on employees' innovative work behavior. Additionally, we explore the potential mediating…
Abstract
Purpose
Drawing upon curiosity drive theory, we examine the effects of epistemic curiosity (EC) on employees' innovative work behavior. Additionally, we explore the potential mediating role of work engagement (WE) and the moderating effects of leader-member exchange (LMX).
Design/methodology/approach
The data were collected from 406 employees employed in public service organizations within the United Arab Emirates. Structural equation modeling was employed as the analytical approach to test the hypotheses.
Findings
The findings of this study indicate that EC is positively related to innovative work behavior. Further, WE mediates the relationship between EC and creative work behavior. Moreover, LMX moderates the indirect effect of WE on the link between EC (interest and deprivation types) and innovative work behavior. The mediating association is stronger when the leader and member’s exchange is high.
Practical implications
This study will assist practitioners of service organizations in focusing their attention on EC to enhance employees' innovative work behavior and achieve optimal performance. Our research extends work on interest and innovative work behavior in an emerging economic context.
Originality/value
Our study suggests that policymakers should embrace the philosophy of curiosity to nurture innovative behavior in the workplace.
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