Search results

Drawing on the social information processing theory, this study aims to adopt a moderated mediation model to investigate the mediation role of cognitive crafting and the moderation role of regulatory focus in the relationship between perceived deviance tolerance and employee innovative behavior.

A questionnaire study with 181 employees from a state-owned communications technology company in China was conducted through a two-wave survey, with a one-month lagged design. The model is tested through confirmatory factor analysis, correlation analysis and PROCESS bootstrapping program in SPSS24.0 and AMOS22.0 software.

This study confirms that perceived deviance tolerance is positively related to innovative behavior, while cognitive crafting mediates the relationship between perceived deviance tolerance and innovative behavior. Furthermore, the promotion focus positively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher promotion focus enhances the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior. The prevention focus negatively moderates the relationship between perceived deviance tolerance and cognitive crafting, and higher prevention focus weakens the mediating effect of cognitive crafting on the relationship between perceived deviance tolerance and innovative behavior.

Organizations need to establish a tolerant and inclusive management system and create a harmonious working atmosphere to provide a platform basis to inspire the innovative behavior of employees. Also, regulatory focus variables are suggested to be considered in organizational human resource management processes (e.g. recruitment and training) to improve organizational person–job fit.

The primary contribution of this study is to confirm that perceived deviance tolerance has a positive impact on innovation behavior and thereby providing a new perspective to understand the impact effect of perceived deviance tolerance. Another contribution the study explores the mechanisms and boundary conditions of perceived deviance tolerance on innovative behavior fills the theoretical gap of perceived deviance tolerance.

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.

The study used a quantitative research approach using survey and collected 508 responses from full-time employees in Australia.

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.

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.

The purpose of this study is to investigate the comparative effect of transformational and servant leadership and to determine incremental variance that servant leadership can explain in employee innovative behaviour above and beyond transformational leadership. This research also examines the competing mechanisms by which transformational and servant leadership influence innovative behaviour.

The data were gathered from 338 employees working in information technology firms of Pakistan and the proposed relationships were tested through partial least squares technique using SmartPLS software.

The results reveal that servant leadership not only exerts stronger influence on innovative behaviour, but also explains an incremental variance in innovative behaviour above and beyond transformational leadership. The findings further indicate that the impact of transformational leadership on innovative behaviour is better transmitted by affective commitment. On the contrary, the impact of servant leadership is better translated through creative self-efficacy.

This research unravels the role of transformational and servant leadership in fostering innovative behaviour in knowledge-intensive organizations. Findings of this investigation also suggest that by following a two-pronged leadership strategy, managers can augment innovative behaviour by enhancing employees' creative self-efficacy and affective commitment.

This research provides initial empirical evidence regarding the incremental variance that servant leadership can explain in innovative behaviour above and beyond transformational leadership. Moreover, this research adds to leadership and innovation literature by unravelling the comparative effects of these two forms of leadership on innovative behaviour through theory-driven competing mechanisms.

Employees play an essential role in interactive innovation activities in Open Innovation Communities (OICs). Nevertheless, the factors influencing employees' innovation behavior in OICs have not been studied in depth. This study selects personality traits and social network characteristics to explain why and how these two factors affect employees' innovation behavior in OICs.

Three regression models were constructed to test the relationship between personality traits, social network characteristics, and interactive innovation behaviors. The authors examined how employees' personality traits (Big Five personality traits) influence employees' innovative behavior (initiating and supporting innovation) directly in OICs and explored whether social network characteristics (social group) mediate the relationship between employees' personality traits and employees' innovation behavior.

Using empirical data on 162 employees from Salesforce's IdeaExchange, the authors found that extraversion and openness to experience have significant positive effects on employees' interactive innovation behaviors, while conscientiousness has a significant negative effect on employees' interactive innovation behaviors in OICs. Furthermore, the mediation effect test results indicated that social network characteristics have a mediating effect on the relationship between extraversion and innovative behavior, and between openness and innovative behavior.

This study analyzes how personality traits influence innovation behavior in an open innovation environment, thus enriching research related to the factors influencing interactive innovation behavior. Meanwhile, the study integrates personality, social network, and innovative behavior research streams and clearly explains the relationship between the three variables. The research findings assist firms in selecting suitable employees to participate in interactive innovation behaviors in OICs.

This study aims to investigate the effect of perceived insider status to employees' innovative behavior, the mediating role of knowledge sharing and the moderating role of organizational innovation climate in the relationship between knowledge sharing and employees' innovative behavior.

This study adopted questionnaires to gather data. The sample of 341 employees working in diverse organizations in China was applied to examine the hypotheses.

The results indicate that perceived insider status is positively related to employees' innovative behavior and knowledge sharing mediates the relationship between perceived insider status and employees' innovative behavior. In addition, organizational innovation climate enhances the relationship of knowledge sharing and employees' innovative behavior.

This study builds a system from psychological aspect to behavior, which includes the mechanism of the influence of perceived insider status on employees' innovative behavior and a cross-level analysis of the influence of organizational innovation climate on employees' innovative behavior, breaking through the previous research paradigm of a single level of climate and employee behavior.

How to manage outsourced employees in interorganizational teams with triangular relationships has not yet attracted enough attention. Based on relative deprivation theory, this study explores how relative deprivation affects outsourced employees’ innovative behavior and investigates the complex moderating effects of dual organizational support.

The authors tested their hypothesis by conducting a two-wave survey; responses to a questionnaire were collected from 283 outsourced employees and their managers among 52 client organizations.

Results found that relative deprivation negatively influences the outsourced employees’ innovative behavior by eliciting their perceptions of status conflict. Support from client (supplier) organization attenuates (aggravates) the positive impact of relative deprivation on innovative behavior throughout status conflict. The moderating effect of client organizational support was moderated by support from supplier organization.

The authors selected the outsourced employees in a Chinese context to conduct this study, and the results need to be generalized in future research.

Client organizational support can alleviate the negative effect of relative deprivation on outsourced employees, whereas supplier organization support aggravates the negative effect; managers should pay attention to the different effects of the two organizations’ support and provide reasonable support for outsourced employees.

This study identified the mechanism of relative deprivation’s effect on outsourced employees’ innovative behavior from the perspective of interpersonal interaction and compared the effect of support from dual organizations. This study expands the research on triangular relationships, relative deprivation, status conflict and other field.

Employee’s service innovative behavior lays the groundwork for bottom-up innovation and ongoing service improvement in service firms. Therefore, it is vital for service organizations to understand the antecedents of employees service innovative behavior. Drawing upon the social cognitive theory, this study aims to develop a research model that examines the effects of ethical and entrepreneurial leadership on service innovative behavior.

Data were collected from 178 managers and 415 employees working in 178 small- and medium-sized (SME) hotels in Vietnam.

The findings showed that ethical leadership has direct and indirect effects on service innovative behavior, while entrepreneurial leadership only influences service innovative behavior via intrinsic motivation. In addition, trust in leader moderates the effect of intrinsic motivation on service innovative behavior

The study advances current scholarly research on leadership by combining the two areas of entrepreneurial and ethical leadership into one theoretical model and examines how these leadership styles generate hospitality employees’ service innovative behavior through the mediating effect of intrinsic motivation and the moderating effect of trust in leader.

The findings of this research offer significant implications for SME hotels and their managers. In their recruitment processes, hotels should search for particular personality traits, which have been found to predict ethical and entrepreneurial leadership. Hospitality firms also need to encourage communication between leaders and co-workers to enhance employees’ intrinsic motivation.

There are calls for research to examine whether both entrepreneurial and ethical leadership styles can be integrated to enhance employees’ positive outcomes. Evidence about the mechanism linking entrepreneurial and ethical leadership to service innovative behavior is limited. With this stated, the current study makes significant contribution to leadership and innovation literature by filling in these voids.

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).

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.

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.

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.

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.

Based on experiential learning theory (ELT), this study explores the cross-level effect of team reflexivity on employee innovative behavior. The authors especially focus on the mediating effect of individual intellectual capital (IIC) and the moderating effect of empowering leadership on the relationship between the two constructs.

This study collects data from 76 work units, which include 362 employees and their direct supervisors. A cross-level moderated mediation model was tested by using multilevel path analysis.

The results show that team reflexivity significantly contributes to employee innovative behavior. IIC mediates the above relationship. Empowering leadership not only positively moderates the relationship between team reflexivity and IIC but also reinforces the linkage of team reflexivity → IIC → employee innovative behavior.

The study suggests that organizations should invest more in promoting team reflexivity and empowering leadership in the workplace. Furthermore, managers should make members aware of the importance of IIC for employee innovative behavior. They need to make efforts to enhance IIC via internal communication channels or open discussions, which facilitate IIC and employee innovative behavior.

This research tests the relationship between team reflexivity and employee innovative behavior and identifies IIC as a key mediator that links team reflexivity to employee innovative behavior. It also highlights the moderating role of empowering leadership in the process.

This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior.

This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses.

The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior.

This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.