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Article
Publication date: 12 September 2024

Biswajit Behera, Rajeev Kumar Panda, Binita Tiwari and Akriti Chaubey

The study aims to develop a hierarchical model for innovative work behaviour (IWB) that can capture the complex associations among the factors contributing to IWB within the…

Abstract

Purpose

The study aims to develop a hierarchical model for innovative work behaviour (IWB) that can capture the complex associations among the factors contributing to IWB within the information technology (IT) sector. To accomplish this, the authors rely on an abductive approach using a graph theoretic model, often called interpretive structural modelling (ISM).

Design/methodology/approach

After conducting an in-depth literature review and using the Delphi method, the authors identified 12 factors (11 enablers and IWB as an outcome). The authors collected data through the Delphi approach by sending the questionnaire to 11 experts from academia and the IT sector who have extensive experience and knowledge relevant to the study. The authors then used the ISM method to analyse the relationships among these factors and understand their driving forces.

Findings

Based on the ISM model and the Matrice d'Impacts Croisés Multiplication Appliquée à un Classement analysis, the authors have identified that inclusive leadership, proactive personality and knowledge creation ability are the variables with strong driving power but weak dependence. Conversely, IWB has strong dependence but weak driving power. These findings suggest that to foster IWB, the organisation should prioritise inclusive leadership, proactive personality and knowledge-creation ability to succeed in challenging times. The study’s findings contribute to the social exchange theory, which explains IWB in a dynamic setting. Additionally, the study helps address the significant concerns that most IT companies face during times of crisis.

Practical implications

The study provides valuable guidance for managers and policymakers who are grappling with the challenges of improving IWB in the IT sector. This study is particularly relevant as the industry is currently navigating an economic recession and facing intense competition from other tech companies launching new products and services.

Originality/value

This research holds great significance for top executives, line managers and policymakers in the IT industry. It sheds light on the relevance and importance of various factors facilitating millennials' IWB.

Details

Journal of Asia Business Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 27 August 2024

Rehema Namono, Odoch J.P. Hojops and Simon Tanui

The current diversity in organizations requires innovative employees to cope up with the dynamism. A burgeoning body of literature has established the antecedent role of…

Abstract

Purpose

The current diversity in organizations requires innovative employees to cope up with the dynamism. A burgeoning body of literature has established the antecedent role of self-efficacy in employee innovativeness. However, there is a dearth of knowledge regarding the influence of self-efficacy on the different types of innovative work behaviour. The purpose of this study was to establish the influence of self-efficacy on the different types of innovative work behaviour.

Design/methodology/approach

The study adopted an explanatory design to examine the hypothesized relationship between the study variables. Regression analysis was used to investigate the relationship between self-efficacy and different types of innovative work behaviour using a sample drawn from public universities in Uganda.

Findings

The study findings reveal that self-efficacy significantly influences the four types of innovative work behaviour. However, the magnitude of the influence is not uniform across the four types of innovative work behaviour. Idea implementation was highly influenced by self-efficacy, followed by generation of ideas. Championing and exploration are the least determinants of self-efficacy.

Originality/value

This research has both empirical and theoretical value. Empirically, to the best of the authors’ knowledge, this is the first study to show a direct relationship between self-efficacy and individual facets of innovative work behaviour in a public university setting in a developing nation like Uganda. Theoretically, the study expands on the applicability of the social cognitive theory by revealing that the influence of an individual's personality characteristics (such as self-efficacy) varies with the type of innovative work behaviour because the tasks involved in the various types of innovative work behaviour differ and are thus affected by self-efficacy differently. The study limitations and areas for further research are discussed.

Details

International Journal of Innovation Science, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-2223

Keywords

Open Access
Article
Publication date: 3 March 2023

Amy B.C. Tan, Desirée H. van Dun and Celeste P.M. Wilderom

With the growing need for employees to be innovative, public-sector organizations are investing in employee training. This study aims to examine the effects of a combined Lean Six…

5951

Abstract

Purpose

With the growing need for employees to be innovative, public-sector organizations are investing in employee training. This study aims to examine the effects of a combined Lean Six Sigma and innovation training, using action learning, on public-sector employees’ creative role identity and innovative work behavior.

Design/methodology/approach

The authors studied a public service agency in Singapore in which a five-day Lean Innovation Training was implemented, using a combination of Lean Six Sigma and Creative Problem-Solving tools, with a simulation on day one and subsequent team-based project coaching, spread over six months. The authors administered pre- and postintervention surveys among all the employees, and initiated group interviews and observations before, during and after the intervention.

Findings

Creative role identity and innovative work behavior had significantly improved six months after the intervention, enabled through senior management’s transformational leadership. The training induced managers to role-model innovative work behaviors while cocreating, with their employees, a renewal of their agency’s core processes. The three completed improvement projects contributed to an innovative work culture and reduced service turnaround time.

Originality/value

Starting with a role-playing simulation on the first day, during which leaders and followers swapped roles, the action-learning type training taught all the organizational members to use various Lean Six Sigma and Creative Problem-Solving tools. This nimble Lean Innovation Training, and subsequent team-based project coaching, exemplifies how advancing the staff’s creative role identity can have a positive impact.

Details

International Journal of Lean Six Sigma, vol. 15 no. 8
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 17 May 2024

Panisa Arthachinda and Peerayuth Charoensukmongkol

The purpose of this study is to investigate the effect of perceived group inclusion on the innovative work behavior of consulting team members, as well as to analyze its…

Abstract

Purpose

The purpose of this study is to investigate the effect of perceived group inclusion on the innovative work behavior of consulting team members, as well as to analyze its subsequent impact on team performance. In addition, the authors investigate whether the effect of perceived group inclusion on innovative work behavior could be moderated by two aspects of team characteristics: team size and the gender composition of its members.

Design/methodology/approach

The authors collected questionnaire data from 229 team members from 24 consulting firms located in Bangkok, Thailand. Team performance was assessed by team leaders to prevent common method bias. Partial least squares-structural equation modeling was used for data analysis.

Findings

The results support the positive association between perceived group inclusion and innovative work behavior among consulting team members. Innovative work behavior also mediates the positive association between perceived group inclusion and team performance. Moreover, the authors found that the degree to which perceived group inclusion affects innovative work behavior is stronger in larger teams than smaller teams. However, the degree to which perceived group inclusion affects innovative work behavior tends to be weaker in teams that have a higher proportion of female members than in teams that have fewer female members.

Practical implications

Because employees are the most valuable asset contributing to the innovative performance of consulting firms, it is crucial to understand how members within a team should be properly managed so that the firms can maximize the benefits from their human capital. Essentially, management and practitioners in the consulting business can use the insight from this research regarding the essential roles of group inclusion and team composition to create a favorable and effective team environment that enhances collaboration and helps their firms to gain the full benefits of team synergy. In particular, group inclusion is the issue that management should emphasize. Moreover, the team should be large enough and have a decent level of gender diversity to strengthen the benefit of group inclusion.

Originality/value

The research extends the knowledge boundary in inclusion research, which still lacks evidence about the moderating role of team characteristics that might strengthen/weaken the effect of perceived group inclusion on innovative behaviors.

Article
Publication date: 4 September 2024

Prinka Dogra and Aubid Hussain Parrey

Based on self-determination theory, the paper examines the employee’s innovative behaviour in a remote-working context. It explores the relationship between e-skill self-efficacy…

Abstract

Purpose

Based on self-determination theory, the paper examines the employee’s innovative behaviour in a remote-working context. It explores the relationship between e-skill self-efficacy (ESSE) in developing innovative behaviour (IB) to stay up with the rising rate of change through the mediating mechanism of employee resilience (ER) and considering organisational support (OS) as a potential moderator in these relationships.

Design/methodology/approach

The study adopted empirical research tested on 298 remote workers from the Indian IT and Education industry. Structural Equation Modelling (SEM) via Partial Least Squares (PLS) is the statistical methodology used.

Findings

The results identified that ER partially mediates the relationship between ESSE and IB. Further, for the direct effects, it was found that ESSE directly impacts ER and IB. Intriguingly, the moderating role adds depth to our understanding of predicting nuanced conditions under which ESSE and ER influence IB.

Originality/value

Due to organisational significance, IB is gaining increasing attention from scholars. There is a dearth of knowledge on how innovative behaviour can be stimulated at the individual level, despite the rising interest of academicians. Hence, this study bridges the gap and intends to analyse the theoretical model linking ESSE and IB mediated by ER and moderated by OS conducive to the future of remote work. Further, the findings add knowledge to the literature on contemporary remote working. It aids in designing, adopting and implementing policies and practices for the organisations that have (or will move) to remote and hybrid work settings.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 February 2024

Motasem M. Thneibat

Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation…

Abstract

Purpose

Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.

Design/methodology/approach

Using a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.

Findings

This research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.

Originality/value

Distinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.

Details

International Journal of Productivity and Performance Management, vol. 73 no. 7
Type: Research Article
ISSN: 1741-0401

Keywords

Open Access
Article
Publication date: 16 September 2024

Jan A. Pfister, David Otley, Thomas Ahrens, Claire Dambrin, Solomon Darwin, Markus Granlund, Sarah L. Jack, Erkki M. Lassila, Yuval Millo, Peeter Peda, Zachary Sherman and David Sloan Wilson

The purpose of this multi-voiced paper is to propose a prosocial paradigm for the field of performance management and management control systems. This new paradigm suggests…

Abstract

Purpose

The purpose of this multi-voiced paper is to propose a prosocial paradigm for the field of performance management and management control systems. This new paradigm suggests cultivating prosocial behaviour and prosocial groups in organizations to simultaneously achieve the objectives of economic performance and sustainability.

Design/methodology/approach

The authors share a common concern about the future of humanity and nature. The authors challenge the influential assumption of economic man from neoclassical economic theory and build on evolutionary science and the core design principles of prosocial groups to develop a prosocial paradigm.

Findings

Findings are based on the premise of the prosocial paradigm that self-interested behaviour may outperform prosocial behaviour within a group but that prosocial groups outperform groups dominated by self-interest. The authors explore various dimensions of performance management from the prosocial perspective in the private and public sectors.

Research limitations/implications

The authors call for theoretical, conceptual and empirical research that explores the prosocial paradigm. They invite any approach, including positivist, interpretive and critical research, as well as those using qualitative, quantitative and interventionist methods.

Practical implications

This paper offers implications from the prosocial paradigm for practitioners, particularly for executives and managers, policymakers and educators.

Originality/value

Adoption of the prosocial paradigm in research and practice shapes what the authors call the prosocial market economy. This is an aspired cultural evolution that functions with market competition yet systematically strengthens prosociality as a cultural norm in organizations, markets and society at large.

Details

Qualitative Research in Accounting & Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1176-6093

Keywords

Article
Publication date: 19 September 2024

Jeevan Jyoti and Rabia Choudhary

The dynamic environment has necessitated searching for new ways for managing and grooming people for better performance. The purpose of this study is to explore ambidexterity in…

Abstract

Purpose

The dynamic environment has necessitated searching for new ways for managing and grooming people for better performance. The purpose of this study is to explore ambidexterity in human resource management (HRM) for better management of paradoxical tensions and its effect on employee performance. Further, this research also addresses the black box in this relationship by evaluating the extraneous (managers’ ambidextrous orientation) and mediating (individual ambidexterity) variables in this relationship.

Design/methodology/approach

A quantitative research methodology has been used to explore the ambidexterity in HRM and its impact on employee performance. Around 470 banks have been contacted for data collection. The data have been thoroughly examined for reliability and validity. Further, it has also been checked for common method variance.

Findings

The findings revealed that individual ambidexterity mediates the relationship between ambidextrous HRM and employee performance. Further, managers’ ambidextrous orientation moderates the relationship between ambidextrous HRM and individual ambidexterity.

Originality/value

The present study makes an important contribution to the strategic HRM literature in general. The theoretical and practical implications have also been put forth for academic and practical fields. Lastly, the study contributes towards ambidexterity literature by examining it from an HRM perspective.

Details

Employee Relations: The International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 26 August 2024

Masum Miah, S.M. Mahbubur Rahman, Subarna Biswas, Gábor Szabó-Szentgróti and Virág Walter

This study aims to examine the direct effects of Green Human Resource Management (GHRM) practices on employee green behavior (EGB) in the university setting in Bangladesh and to…

Abstract

Purpose

This study aims to examine the direct effects of Green Human Resource Management (GHRM) practices on employee green behavior (EGB) in the university setting in Bangladesh and to find the indirect effects of how GHRM promotes EGB through sequentially mediating employee environmental knowledge management (EEKM) (environmental knowledge and knowledge sharing) and green self-efficacy (GSE).

Design/methodology/approach

For the empirical study, the researcher uses partial least squares structural equation modeling to test the proposed conceptual model built on existing literature for greening workplaces in the university in Bangladesh. The study has collected data from 288 Bangladeshi university employees using convenient sampling.

Findings

The findings that GHRM practices positively and significantly promote EGB, which captures the employee's tendencies to exercise green behavior in daily routine activities such as turning off lights, air conditioning, computers and equipment after working hours, printing on both sides, recycling (reducing, repair, reuse), disseminating good green ideas, concepts, digital skills and knowledge to peers and champion green initiatives at work. Moreover, the findings also revealed the sequential mediation of EEKM (environmental knowledge and knowledge sharing) and GSE of employees between the link GHRM and EGB. At last, the findings suggested that HR managers can implement the GHRM practices to promote green behaviors among the academic and non-academic staff of the university.

Originality/value

This study contributes to the field by extending knowledge of Social Cognition Theory and Social Learning Theory for greening workplaces in Bangladesh, particularly universities. Specifically, this empirical study is unique to the best of our knowledge and highlights the role of EEKM and GSE as mediation between GHRM and EGB association.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 28 July 2023

Pooja Malik and Parul Malik

The purpose of this study is to empirically examine how the seven human resource management (HRM) practises, namely, leadership development, professional investment, egalitarian…

Abstract

Purpose

The purpose of this study is to empirically examine how the seven human resource management (HRM) practises, namely, leadership development, professional investment, egalitarian practises, developmental appraisals, family-friendly practises, engagement practises and generous benefits, are associated with perceived organisational support (POS) and destructive deviance in the context of Indian organisational culture.

Design/methodology/approach

In total, 265 middle-level IT personnel provided the study's data. To test the suggested study hypotheses, confirmatory factor analysis and PROCESS Macros were used.

Findings

Results show that putting in place leadership development, professional investment, egalitarian practises, developmental appraisal, family-friendly practises, engagement practises and generous benefits generates POS that, in turn, significantly contributes to reducing destructive deviance. Additionally, POS was found to partially mediate the relationship between perceived HRM practises and destructive deviance.

Research limitations/implications

The results would help firms reduce detrimental employee deviation. To do this, managers must develop and put into effect the seven HRM practises, which demonstrate to workers that the organisation appreciates their contributions and cares about their well-being, thereby lowering disruptive deviance. In essence, IT businesses should carefully plan and implement the HRM practises they expressly want to use rather than mindlessly copying those of rival organisations. Furthermore, to adapt to the workforce's evolving needs, these HRM practises must be properly matched with both individual and organisational goals.

Originality/value

By including destructive deviance as a result of POS, this study adds to the body of research on organisational support theory. The literature on POS and negative behaviours will take a new turn with such a focus on destructive deviance. Additionally, this study encourages academics to investigate an underlying mechanism that accounts for how HRM practises affect employees' conduct. This study also adds to the sparse body of knowledge on POS for non-Western workers. The study's findings confirm that POS is a crucial concept for both Asian and Western workers.

Details

International Journal of Organizational Analysis, vol. 32 no. 7
Type: Research Article
ISSN: 1934-8835

Keywords

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