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1 – 10 of over 4000Xingxin Li, Yanfei Wang, Yu Zhu and Lixun Zheng
Drawing on affective events theory (AET), this study aims to investigate how and when leader voice solicitation affects employees’ innovative behavior. Specifically, this study…
Abstract
Purpose
Drawing on affective events theory (AET), this study aims to investigate how and when leader voice solicitation affects employees’ innovative behavior. Specifically, this study proposes that leader voice solicitation evokes employees’ feelings of pride, which subsequently motivate employees’ innovative behavior. Moreover, collectivism orientation plays a moderating role in this process.
Design/methodology/approach
This study collected 251 supervisor–subordinate dyadic data in two phases and employed structural equational modeling (SEM) to test the hypotheses.
Findings
The results revealed that employees’ feelings of pride mediate the positive relationship between leader voice solicitation and employees’ innovative behavior. Collectivism orientation intensifies the mediated relationship.
Originality/value
This study extends the potential outcome variables of leader voice solicitation. Moreover, it introduces a novel theoretical perspective to explore the impact of leader voice solicitation on employees. Importantly, this study examines the mediating effect of pride and the moderating effect of collectivism orientation, deepening the understanding of how and when leader voice solicitation affects innovative behavior.
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Behrooz Ghlichlee and Mohsen Motaghed Larijani
The purpose of this paper is to examine the relationship between servant leadership, employee innovative behavior and knowledge employee performance in knowledge-based firms.
Abstract
Purpose
The purpose of this paper is to examine the relationship between servant leadership, employee innovative behavior and knowledge employee performance in knowledge-based firms.
Design/methodology/approach
A quantitative approach was used to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 726 knowledge employees in 121 firms were selected using convenience sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the hypotheses.
Findings
In the studied firms, servant leadership has a significant effect on employee innovative behavior. Moreover, the findings of this study show that firms that enhance their employees’ innovative behavior have higher knowledge employee performance.
Research limitations/implications
The study was conducted in knowledge-based firms in Iran. Therefore, our conclusions may not be applicable to other countries. Future studies should be carried out with samples from other contexts.
Practical implications
We found that servant leadership is conducive to employee innovative behaviors, and this effect leads to high knowledge employee performance. Accordingly, knowledge-based firms’ leaders should encourage employees’ innovative behavior through stimulating employee thriving at work, supporting employees’ development and empowering them with decision-making discretion.
Originality/value
This study contributes to advance research on servant leadership literature by linking servant leadership to knowledge employee performance in knowledge-based firms through employee innovative behavior as a mediator.
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Safeya Almazrouei, Shaker Bani-Melhem and Faridah Mohd-Shamsudin
Job characteristics can potentially influence employees’ attitudes and behaviors. However, their impact on employees’ innovative behaviors, particularly in public sector…
Abstract
Purpose
Job characteristics can potentially influence employees’ attitudes and behaviors. However, their impact on employees’ innovative behaviors, particularly in public sector organizations, has received little scholarly attention. Based on relational job design theory and the broaden-and-build theory of positive emotions, this study aims to examine the effect of job contact on public sector employees’ innovative work behavior through the mediator of happiness at work. It also assesses whether prosocial motivation strengthens the influence of job contact on innovative work behavior (via happiness at work).
Design/methodology/approach
The model was examined on a sample of 180 employee-supervisor dyads (90 supervisors and 180 employees) recruited from various government departments in the United Arab Emirates.
Findings
The findings support the proposed moderated mediation model in which job contact positively and significantly impacts innovative work behavior. The association between job contact and innovative behavior via happiness at work is found to be stronger for employees who are highly prosocially motivated.
Originality/value
The findings offer prescriptive insights into public sector employee happiness and prosocial motivation by illustrating when and how job contact influences innovative work behavior. The authors also present relevant managerial recommendations for promoting public sector employees’ innovative behavior.
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Guangning Zhang and Wenjia Zhao
This study aims to explore the influence mechanism of inclusive leadership on employees' innovative behavior, in order to provide useful inspiration for leaders and enterprises to…
Abstract
Purpose
This study aims to explore the influence mechanism of inclusive leadership on employees' innovative behavior, in order to provide useful inspiration for leaders and enterprises to develop.
Design/methodology/approach
This study constructs a moderated mediation model based on the valid questionnaire data of 211 employees in service in enterprises and used SPSS23.0 and AMOS24.0 analysis software to analyze the data and test the theoretical hypotheses, and explore the influence mechanism of inclusive leadership on employees' innovative behavior.
Findings
The empirical findings show that inclusive leadership has a significant positive impact on employees' innovative behavior; organizational harmony plays a mediating role in the relationship between inclusive leadership and employees' innovative behavior; and innovation self-efficacy plays a positive moderating role between organizational harmony and employees' innovative behavior. Therefore, inclusive leadership can create a harmonious organizational climate and further improve employees' innovative behavior under the influence of employees' creative self-efficacy, which can promote innovative behavior and sustainable development of enterprises.
Originality/value
The authors put two variables, organizational harmony and employees' innovation self-efficacy, into the same model for correlation tests for the first time, and introduced into the mechanism of inclusive leadership's influence on employees' innovation behavior, which broadened people's understanding of organizational harmony and innovation self-efficacy and broadened the ideas for the subsequent research about the relationship between them.
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Yueyue Liu, Xu Zhang, Meng Xi, Siqi Liu and Xin Meng
For start-ups or growing firms, to effectively navigate the unpredictable nature of digital development and achieve superior innovative performance, it is crucial to have a…
Abstract
Purpose
For start-ups or growing firms, to effectively navigate the unpredictable nature of digital development and achieve superior innovative performance, it is crucial to have a workforce comprised of creative and innovative employees. Drawing upon the principles of social information processing theory, this study aims to investigate whether specific combinations of organizational internal and external environments, as well as work characteristics in the digital age, can foster a high level of employee innovative behavior.
Design/methodology/approach
By collecting a multilevel and multisource data set comprising 693 employees and 88 CEOs from 88 start-ups or growing firms, this study used fuzzy-set qualitative comparative analysis to examine the distinctive configurations associated with achieving a high level of employee innovative behavior.
Findings
The study found that six solutions enabled employees to innovate more effectively, but six solutions led to the absence of employee innovative behavior.
Research limitations/implications
The findings of this study offer important theoretical and practical implications to motivate employee innovative behavior in Chinese enterprises.
Originality/value
First, this study contributes to the literature on employee innovative behavior by addressing the need to explore the impact of the digital context on promoting innovation among employees. Second, this study adds to the existing literature on employee innovation and entrepreneurship by examining multiple organizational contexts and their influence on innovative behavior. Third, this study makes a significant contribution to the field of employee innovative behavior by examining the macroenvironment surrounding digital transformation within enterprises and integrating both internal and external organizational factors.
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Ohoud 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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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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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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Xiaoyan Jiang, Jie Lin, Lixin Zhou and Chao Wang
Employees play an essential role in interactive innovation activities in Open Innovation Communities (OICs). Nevertheless, the factors influencing employees' innovation behavior…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Guangning Zhang, Xinxin Zhang and Yingying Wang
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…
Abstract
Purpose
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.
Design/methodology/approach
This study adopted questionnaires to gather data. The sample of 341 employees working in diverse organizations in China was applied to examine the hypotheses.
Findings
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.
Originality/value
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.
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