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1 – 10 of over 9000Ohoud AlMunthiri, Shaker Bani-Melhem, Faridahwati Mohd-Shamsudin and Muhammad Mustafa Raziq
Although the innovative behaviour of public employees is critical for the creation of public value and meeting of public interests, the authors are uncertain about the role of the…
Abstract
Purpose
Although the innovative behaviour of public employees is critical for the creation of public value and meeting of public interests, the authors are uncertain about the role of the human resource (HR) system in affecting individual behaviour as past studies tended to discuss innovation at the organisational level of analysis. Based on corporate human resource management (HRM) literature, the authors draw from the ability-motivation-opportunity (AMO) model to examine the influence of innovation-based HR practices on work-related risk propensity and innovative behaviour and the moderating role of perceived error tolerance of public sector organisations.
Design/methodology/approach
Dyadic data were collected from supervisors and their subordinates in various public sector organisations in the UAE. The authors collected valid responses from 100 managers and 200 employees.
Findings
This study's findings demonstrate that the HR system in the public sector shapes employees' behaviour at the individual level of analysis, consistent with the corporate HRM literature. The authors reveal that innovation-based HR practices significantly promote employees' innovative work behaviour because they trigger their inclination and disposition to take risks. Furthermore, the authors provide evidence that such risk-taking propensity at work is heightened under the conditions of a high level of error tolerance by the organisational management.
Practical implications
This study's findings point out the importance of implementing innovation-based HR practices, such as recruitment, reward and training, to drive public sector employees' innovative work behaviour as they could galvanise their risk-taking propensity and, subsequently, innovative behaviour. Public sector managers also need to develop an innovation culture tolerant toward employees' mistakes to further foster employees' work innovativeness. Policy wise, this study's findings could be integrated into the national innovation strategy to drive the national growth in the UAE.
Originality/value
This study sheds light on the drivers behind innovative behaviour among public employees, which is a less researched area, especially in a non-Western context.
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Constantin Bratianu, Dan Florin Stănescu and Rares Mocanu
The purpose of the present research is to introduce a combined framework that integrates innovative work behavior, product innovation process and customer knowledge management;…
Abstract
Purpose
The purpose of the present research is to introduce a combined framework that integrates innovative work behavior, product innovation process and customer knowledge management; then, to explore the mediating effect of customer knowledge management in the relationship between innovative work behavior and the product innovation process.
Design/methodology/approach
The basis for the present research is a cross-sectional design. Data collection from 154 employees occurred using the following structured questionnaires: Customer Knowledge Management (CKM), Innovative Work Behavior (IWB) and Product Innovation Process (PIP). Data processing used SPSS version 26.0, including the PROCESS (3.5) macro analysis.
Findings
The results show positive relationships between innovative work behavior and the product innovation process (r = 0.420, p < 0.01). Pearson's correlation shows a coefficient of 0.42, meaning that 42% of the variations in perceived product innovation are due to variations in innovative work behavior. The second condition of the mediation test involved testing the relationship between the independent variable (Innovative Work Behavior) and the mediating variable (Knowledge Management) and showed a significant relationship (r = 0.272, p < 0.01). The findings suggested that knowledge management that other determinants supported, such as collaboration in idea exploration, idea championing and encouragement of participation in idea implementation, significantly contributed to the product innovation process (r = 0.509, p < 0.01). The bootstrapping method confirmed that innovative work behavior supports product innovation through the mediation of customer knowledge management (z = 3.01, p = 0.002).
Research limitations/implications
The cross-sectional design, along with the relatively low number of participants and the self-reporting nature of the questionnaires, represent the current study's main limitations. Developing the research model could integrate new variables, such as customer co-creation processes, performance-based compensation, employee citizenship activities and transformational leadership.
Practical implications
This research has both theoretical and practical implications. These emphasize the importance of further investigation into the factors influencing companies' innovation processes. They also provide managers with a means of finding a fit between the deployment of customer knowledge mechanisms and the achievement of innovative workplace behavior, to improve innovation process efficiency.
Originality/value
The current study broadens the empirical research area of customer knowledge management and its impact on both innovative work behavior and the product innovation process, particularly in knowledge-intensive market scenarios that require organizations to be innovative.
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Leonard Emmanuel Mensah, Shalini Shukla and Hera Fatima Iqbal
This paper aims to investigate the relationship between green human resource management (GHRM) practices and employee innovative work behaviour in the hospital. Although previous…
Abstract
Purpose
This paper aims to investigate the relationship between green human resource management (GHRM) practices and employee innovative work behaviour in the hospital. Although previous studies have examined the association between GHRM and various organisational outcomes, its nexus with employee innovative work behaviour has been largely unexplored.
Design/methodology/approach
This study used a quantitative approach and tested hypotheses. The research design adopted both an explanatory and descriptive approach since there were limited past data or studies to reference. The study population was human resource and administrative managers at Korle Bu Teaching Hospital who have implemented GHRM practices. The sample size consisted of 264 respondents, selected using simple random sampling. Data were collected through structured questionnaires.
Findings
The collected data were analyzed using descriptive statistics, correlation and regression analysis. The results revealed that green training, green hiring and green compensation were significant predictors of innovative work behaviour among employees.
Originality/value
This study contributes to the understanding of the impact of GHRM practices on employee innovative work behaviour in the healthcare sector. The study recommends that organisations should view their training investments as financial investments and focus on hiring individuals with strong environmental sensibilities. Additionally, effective reward criteria should be developed to promote GHRM practices.
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Muhammad Mumtaz Khan, Muhammad Shujaat Mubarik, Syed Saad Ahmed and Tahir Islam
This study aims to unfurl the mediating role of facets of voice behavior. The study also unearths the relationship between servant leadership and voice behavior.
Abstract
Purpose
This study aims to unfurl the mediating role of facets of voice behavior. The study also unearths the relationship between servant leadership and voice behavior.
Design/methodology/approach
The data were collected from follower manager dyads in two waves of data collection initiated after the completion of the preceding wave. The final sample size obtained was 312.
Findings
The study found servant leadership to be related to innovative work behavior and facets of voice behavior. The study also found promotive voice behavior and preventive voice behavior to be related to the innovative work behavior of employees. The study found promotive voice behavior and prohibitive voice behavior work as parallel mediators linking servant leadership to the innovative work behavior of employees.
Originality/value
To the best of the authors’ knowledge, this study is the first to unearth mediation linking servant leadership to innovative work behavior through both facets of voice behavior.
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Fuqiang Zhao, Wei Hu, Fawad Ahmed and Haoyu Huang
Human resource practices are transforming at a varying pace for different businesses to meet the increasingly intensified external challenges. The pursuit of innovation while…
Abstract
Purpose
Human resource practices are transforming at a varying pace for different businesses to meet the increasingly intensified external challenges. The pursuit of innovation while balancing the tensions between flexibility and efficiency has become a core challenge for survival in this globally competitive era. The literature identifies ambidexterity as a realistic choice to manage these tensions during transformation towards diversified and innovative human resource practices. Based on social exchange theory (SET), this study explores the impact of ambidextrous human resource practices (AHRPs) on organization members' innovation performance while examining the mediating effect of psychological safety.
Design/methodology/approach
Data were collected for this cross-sectional study in three waves, and the final sample included 788 employees from 32 companies across different industries in China.
Findings
The results of data analysis indicate support for all the hypothesized relationships. AHRPs positively affect employee innovation performance; employee psychological safety mediates this relationship; inclusive leadership moderates the direct effect of AHRPs on employee psychological safety and the indirect effect of AHRPs on employee innovative performance through psychological safety. Theoretical and practical implications of the study are also presented.
Originality/value
This study examines AHRPs’ influence on employee innovation performance mediated by psychological safety and the moderating role of inclusive leadership in the above relationship to clarify the boundary conditions of AHRPs' effect on innovation performance.
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Azadeh Shafaei and Mehran Nejati
This study examines the relationship between green human resource management (green HRM) and employee innovative behaviour. It also investigates the mediating role of job…
Abstract
Purpose
This study examines the relationship between green human resource management (green HRM) and employee innovative behaviour. It also investigates the mediating role of job satisfaction to explore the mechanism through which green HRM is related to employee innovative behaviour. Additionally, it examines the moderating role of inclusive leadership to determine the boundary condition of the relationship between green HRM and employee innovative behaviour.
Design/methodology/approach
The study used a quantitative research approach using survey and collected 508 responses from full-time employees in Australia.
Findings
The authors have found support for all the hypothesised relationships in the study. Specifically, green HRM is positively related to employee innovative behaviour. This relationship is mediated by job satisfaction and accentuated by inclusive leadership.
Originality/value
Green HRM promotes a green atmosphere in which employees can contribute to a safer and healthier environment. Despite the increasing attention to green HRM in the management literature, little is known about the mechanisms and boundary conditions explaining employees' responses to green HRM.
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Sumaia Farzana and Peerayuth Charoensukmongkol
This research study investigated the relationship between participative decision-making and innovative work behavior by considering the moderating role of power distance…
Abstract
Purpose
This research study investigated the relationship between participative decision-making and innovative work behavior by considering the moderating role of power distance orientation of individuals. Grounded in the approach-inhibition theory of power, the authors proposed that participative decision-making could mitigate perceived power gap and motivate individuals with high power distance orientation to engage more in innovative work behavior.
Design/methodology/approach
Survey data were collected from 243 faculty members from 2 universities located at Dhaka, Bangladesh. The partial least squares structural equation modeling (PLS-SEM) was used for data analysis.
Findings
The results from the model estimation showed that the positive relationship between participative decision-making and innovative work behavior was stronger among faculty members with high power distance orientation than those with low power distance orientation. The simple slope analysis also clarified the fact that faculty members with high power distance orientation could increase their innovative work behavior to be at the same level as that of faculty members with low power distance orientation when the members were involved highly in participative decision-making.
Practical implications
Participative decision-making is a management practice that should be implemented in order to motivate faculty members to actively engage in innovative work behavior. Particularly for faculty members who are sensitive towards the power status of other members in the workplace, this management practice is highly recommended to lessen the perceived social barrier that discourages these faculty members from engaging in innovative work behavior.
Originality/value
The authors' research advanced knowledge from prior studies by offering new theoretical insight into the role of empowerment practice that could motivate individuals with high power distance orientation to engage more in innovative practices.
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Bui Nhat Vuong, Hasanuzzaman Tushar and Syed Far Abid Hossain
The purpose of this study is to explore the influence of social support (SS) on job performance (JP) through the mediating role of organizational commitment (OC) and innovative…
Abstract
Purpose
The purpose of this study is to explore the influence of social support (SS) on job performance (JP) through the mediating role of organizational commitment (OC) and innovative work behavior (IWB) as well as the moderating role of innovative climate (IC).
Design/methodology/approach
The present research used a self-report questionnaire from a sample of 694 full-time employees in the Vietnamese small and medium-sized enterprises (SMEs) and the partial least squares structural equation modeling (PLS-SEM) to test studied hypotheses.
Findings
The findings revealed that a high level of social support at work could enhance employees’ job performance. The findings also indicated that this positive relationship was partially mediated by organizational commitment and innovative work behavior. Besides, an innovative climate strengthened the positive association between social support and innovative work behavior.
Practical implications
The result of this study provides practical implications for the contemporary human resource (HR) management practice and policy in organizations. Organizations may have an enduring HR policy to strengthen robust social support to enhance employees’ job performance at work.
Originality/value
Perhaps, the largest benefit of this research is that the research provided statistical evidence of the relational values between a system of variables to add to the limited academic literature available on the subject. While plenty of literature suggested that social support played a crucial role in organizational commitment, innovative work behavior, and job performance, the researchers failed to determine if a moderating role of innovative climate existed between social support and innovative work behavior. This study filled the gap in literature by introducing that a moderation exists of IC between SS and IWB instead of using SS and IWB as separate factors.
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