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How to design jobs to support innovation is an issue that has received plenty of consideration over the past years. Building on the job characteristics model, the present study is set up to identify configurations of perceived job characteristics for innovation.

By adopting a fuzzy-set configurational approach (fsQCA), the research question is addressed through a two-wave self-report survey of 199 employees of an Italian manufacturing company.

Results reveal four compatible configurations of job characteristics leading to high levels of innovative work behavior and two for low levels.

The results offer guidance for managers and organizations that aim to strengthen employee-driven innovation by offering different recipes of job design to maximize the chance of boosting innovative behaviors among their workers.

This research is one of the first to empirically test the relation of job characteristics for innovative behavior using a configurational approach. By doing so it contributes to the literature by advancing the notion that innovative endeavors are determined by the holistic effects of different interdependent configurations of job characteristics.

This study aims to explore whether expected image outcomes (risk and gain) represent a mechanism through which perceived organizational climates, in the dimensions of tradition and reflexivity, affect key components of the innovation process (idea generation and idea realization).

Structural equation models have been conducted to empirically analyse 3 waves of longitudinal survey data from an Italian military organization (N = 410).

Results confirmed that image outcome expectations mediated the effects of perceived climate on idea generation, and that a serial mediation of image expectations and idea generation those on idea realization. Additionally, reflexivity was directly associated with idea generation.

The findings offer guidance for organizations that aim to strengthen employee-driven innovation, highlighting the importance of organizational climate and image outcomes expectations.

Advancing from existing organizational behaviour and individual innovation literature, this article contributes to extend knowledge about the role of organizational climate and image outcome expectations in enhancing innovative work behaviours.

The purpose of this paper is to propose and verify a motivational aspect of goal-based innovation that accounts for the effect of goal-directed self-regulation processes on innovative behavior. Its purpose is to extend present knowledge of the motivational antecedents to innovation at work. Additionally, the study assesses the extent to which the positive effect of the proactive generation of goals may increase as a result of role breadth self-efficacy (RBSE) (defined as individuals’ perceived capacities to exercise proactive, interpersonal, and integrative activities above and beyond the formal requirements of their job descriptions (Parker, 1998; Parker et al., 2006).

A survey was conducted with a sample of 395 male and female administrative employees in two institutions in central Italy (city hall).

The results confirmed the two hypotheses: proactive goal generation was a strong predictor of individual work innovative behavior and the RBSE as a psychological state, is directly related to proactive and innovative behavior and it is also moderator in the relationship between proactive goal generation and innovative behavior.

The data were collected using one-time, self-report measures and with the cross-sectional research design.

The results of this study imply that pro-innovation organizational strategies and practices should stimulate among workers an anticipatory, self-directed approach toward professional action in the workplace. It is management’s task to encourage a proactive environment of change-oriented goals and the corresponding strategies with which they may be realized. Creating such an environment would provide a motivational stimulus that could effectively guide workers’ proactive and innovative conduct.

The results of this study contribute to change human resources management practices in public administrations where administrative employees have been assigned goals that they were required to meet by performing well-defined tasks. Recently, public administrations have been encouraged to innovate and answer with efficiency to new public policies and customers’ demands. Thus, human resources management needs to find new solutions to address these changing demands and employees’ changing attitudes and behaviors.

Furthermore, the results of this study contribute to broadening understanding of the psychological factors that can boost the positive effect of self-regulatory efforts on creativity and individual innovation.

The purpose of this paper is to propose and test a theoretical model linking individual perceptions of participative leadership style and managerial practices (i.e. teamwork and information sharing) to individual innovative behavior through the mediating mechanisms of: perceptions of team support for innovation and team vision; and psychological empowerment.

Self-report data were collected from 394 employees working in five organizations. Structural equation models were conducted to empirically test the hypothesized research model.

As hypothesized, participative leadership, teamwork and information sharing positively predicted perceptions of team support for innovation and team vision, which in turn fostered psychological empowerment. The latter was further positively associated with innovative performance.

The results of the present study inform management of the group processes (i.e. team vision and support for innovation) that can mobilize employees to engage in effective innovative activities. Importantly, the findings indicate that for such processes to be developed and nurtured, teamwork activities should be promoted within work groups, effective communication systems should be implemented throughout the organization, and participatory skills should be developed among supervisors.

The study represents one of the first attempts to investigate the perceived group and psychological processes that can explain how managerial practices and leadership style jointly benefit employee innovative behavior.

The objective of this study is to review the main studies of social entrepreneurship (SE) in Latin America, to categorize them into four categories. To accomplish this, a bibliometric literature review is carried out based on data from the Web of Science database, to locate the Latin American collection of studies. In this way, the main studies are described and grouped, following a qualitative scheme that allows to substantiate the main findings of the Latin authors. Consequently, the progress made in the literature of the SE for Latin America is corroborated, by visualizing that the SE turns out to be a forceful fact to manage well-being, but that it is faced with an inconsistent development.

This study aims to look at the current state of academic research on innovative work behavior (IWB) and how far it has progressed by using key performance analysis and science mapping techniques of bibliometric analysis.

This study has analyzed 246 publications from Web of Science database on IWB from 1989 to 2021. Data were analyzed using MS Excel and VOSviewer.

There has been a rise in the number of academic studies on IWB during the past decade. In addition, it was discovered that a significant percentage of papers had multiple authors working together on them and that collaborations between institutes in Asia and the developed world are taking place.

IWB research trends and trajectories may be assessed to enable academics and practitioners better understand the current and future trends and research directions. Future studies in this field might use the findings as a starting point to highlight the nature of the topic.

Bibliometric techniques provide a far more comprehensive and reliable picture of the field. This article has the potential to serve as a one-stop resource for researchers and practitioners seeking information that can aid in transdisciplinary endeavors by leading them to recognized, peer-reviewed papers, journals and networks.

The authors intended to find out what motivates employees at the workplace. For this purpose, the authors examined family motivation and intrinsic motivation influences over work attitudes such as organizational citizenship behavior (individual) and affective commitment.

In the current research, the authors adopted time-lagged approach to collect a total of 352 responses from managers in the hospitality sector. This approach was adopted to avoid common method issues related to survey research.

The findings suggest positive association of family motivation with intrinsic motivation, affective commitment and organizational citizenship behavior (individual). The authors also found intrinsic motivation positively related to affective commitment and organizational citizenship behavior (individual). The findings also found statistical support pertaining to the mediating role of intrinsic motivation on family motivation's positive relationship with affective commitment and organizational citizenship behavior (individual).

Considering important role of family motivation, the authors ask managers to think through ways that could help employees feel better about their family's wellbeing. The authors also suggest organizations upsurge intrinsic motivation of their employees by engaging them in decision-making process, allow employees to craft their jobs because through these a higher level of organizational citizenship behavior for individuals and affective commitment could be generated.

The authors extend the core assumption of self-determination theory that work motivation (intrinsic in specific) is autonomously determined, deeply rooted within individuals, and gratifying. It works on the pleasure principle and mirrors a hedonic standpoint. In such a situation, employees work merely based on their interest and joy; they focus and enjoy the process.

Although justice perceptions have been proven to be a critical determinant of readiness for change (RFC), research is still needed to investigate which source(s) of justice fosters employee's preparedness to face change within his/her organization. The aim of this study is to examine the simultaneous influence of three sources of justice, namely the organization, the supervisor and the coworkers, on RFC through perceived organizational support, perceived supervisor support and perceived coworker support, respectively.

Three different sets of data were collected from employees in the United States and in Europe. Path analyses were performed to test the hypotheses.

The results indicated that perceived organizational support mediates the relationship between organizational justice and RFC. Conversely, however, the effect of supervisory justice and coworkers justice on RFC was not mediated by perceived supervisor support and perceived coworker support.

This study is the first to examine the simultaneous influence of organizational, supervisory and coworkers justice on RFC. In doing so, it highlights the need to consider justice stemming from the organization as a priority when considering implementing an organizational change, as opposed to justice emanating from the supervisor and coworkers. In addition, this study responds to long-standing calls for the simultaneous examination of multiple sources of justice and the exploration of the largely neglected role of justice stemming from coworkers.

The purpose of this paper is to explore the cross-level effect of servant leadership on employee innovative behavior by studying the mediating role of thriving at work and the moderating role of team reflexivity.

This research collected data from 199 dyads of employees and their direct supervisors in 55 work units, and tested a cross-level moderated mediation model using multilevel path analysis.

The findings suggest that thriving at work mediates the relationship between servant leadership and innovative behavior. The results also show that team reflexivity positively moderates the relationship between servant leadership and thriving at work and the mediating effect of thriving at work.

The empirical findings suggest that organizations should make efforts to promote servant leadership and encourage team reflexivity. Moreover, managers should make efforts to stimulate employees’ thriving at work, thereby facilitating employee and organizational development.

This research identifies thriving at work as a key mediator that links servant leadership to innovative behavior and reveals the role of team reflexivity in strengthening the effect of servant leadership on employee innovative behavior.

Previous research has examined the effects of discrete affects on voice; however, the role of trait and state affects in voice literature has received little attention. This study aims to address this important issue from a conservation of resources perspective, by exploring the influence of daily positive affect and emotional resistance to change on the voice of employees and their resulting work outcomes.

The study collected data about 285 daily episodes from 57 employees over five consecutive days, using an experience sampling method (ESM) through mobile surveys. The study found that emotional resistance to change was negatively related to employee voice and in-role performance.

Voice mediated the negative relationship between emotional resistance to change and in-role performance. The study also found that daily positive affect buffered the negative effects of emotional resistance to change on voice.

These findings extend the research concerning affect and voice; the study provides integrative insight into how affect dynamically influences organizations.