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This study investigates the direct influence of ambidextrous leadership on employees’ innovation behaviour, the mediating role of innovative self-efficacy and harmonious work passion, and the moderating role of Zhong-Yong thinking.

The authors conducted a series of questionnaire surveys to collect data in three time periods and from multiple sources; 332 supervisor–subordinate matched samples were obtained. The hypothesised relationships were tested using structural equation modelling and ProClin.

Ambidextrous leadership is positively associated with employees’ innovation behaviour, while innovative self-efficacy and harmonious work passion play mediating roles. The analysis further confirms that innovative self-efficacy and harmonious work passion play a chained double-mediating role between ambidextrous leadership and employees’ innovation behaviour, while Zhong-Yong thinking plays moderating roles between ambidextrous leadership and innovative self-efficacy and between ambidextrous leadership and harmonious work passion.

This study demonstrates the influence of ambidextrous leadership on employees’ innovation behaviour, specifically the role of ambidextrous leadership, and extends the relationship’s theoretical foundation. It is also expected to provide inspiration and serve as a reference for local Chinese management.

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.

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.

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.

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.

Employees’ bootlegging innovation behavior is common and plays an important role in enterprise management. Based on the resource conservation theory and self-regulation theory, the purpose of this study is to explore the influence mechanism of leaders’ abusive supervision on employees’ bootlegging innovation behavior, with psychological safety as a mediator and mindfulness at workplace as a moderator.

Survey data were gathered from 591 employees’ self-assessment questionnaires in China. Hierarchical regression analysis was used to test the research model through SPSS and AMOS.

This study found that the leaders’ abusive supervision negatively affects employees’ bootlegging innovation behavior; employees’ psychological safety completely mediates the negative effect of leaders’ abusive supervision on employees’ bootlegging innovation behavior; and mindfulness at work moderates the influence of leaders’ abusive supervision on employee’ bootlegging innovation behavior, as well as the influence of leaders’ abusive supervision on employees’ psychological safety.

This study has significant implications in passive leadership that affect employees’ innovation. Authors found that leaders’ abusive supervise, mindfulness at workplace play a crucial role in employees’ bootleg innovation through psychological safety.

Theoretically, this study has enriched the antecedent research on employees’ bootlegging innovation behavior from the perspective of negative leadership behavior and employee psychology. And this study considered mindfulness at workplace as a boundary condition.

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.

The purpose of this paper is to analyze the degree to which employees’ proactive behavior contributes to innovation performance in firms operating in high-technology sectors. Despite the benefits of these behaviors for individuals and organizations, few studies have analyzed the contextual conditions that enable firms to capture their value in order to improve innovation performance. Drawing on the interactionist perspective, the authors also examine the extent to which informal and formal controls, such as perceived support for innovation and innovation process formalization, can facilitate the contribution of proactive behaviors to improve innovation performance (product and process innovation).

Based on an empirical study with a sample of 173 firms operating in chemical and information technology service sectors, hierarchical regression analysis was used to test the relationship between employees’ proactive behavior and innovation performance, and the moderating effects of informal and formal controls.

The results reveal a positive and significant association between proactive behaviors and product and process innovation performance. Both control mechanisms positively moderate the association between proactive behavior and product innovation, but no moderating role was found for process innovation. Moreover, rather than inhibiting innovation performance, innovation process formalization is positively associated with innovation. More specifically, a curvilinear relationship was found, which implies that when the level of formalization is high, it is able to improve product and process innovation.

The findings suggest that managers should consider proactive behavior in selection processes and performance management, and should cultivate a climate to support innovation and establish formal controls for innovation as a way to channel employees’ initiatives into product innovation.

This study contributes to the theoretical and managerial understanding of the extent to which proactive employees and organizational controls are able to enhance innovation in a technologically dynamic context.

This study aims to examine the relationships between three styles of conflict management [cooperative conflict management (COP), competitive conflict management (COM) and avoidance conflict management (AVO)], the subjective relational experience, perceived insider status, organization-based self-esteem and employees’ service innovation behavior in the airline industry.

Through both offline and online survey methods, a total of 304 Korean employees of eight airline firms in Asia were asked to complete the questionnaire. A structural equation modeling analysis was conducted to test the proposed hypotheses.

COP and AVO had significant positive effects on the subjective relational experience, and COM had a significant negative effect on the subjective relational experience. In the subsequent process, the subjective relational experience had a significant positive effect on the perceived insider status but not on organization-based self-esteem and employees’ service innovation behavior. Finally, the perceived insider status and organization-based self-esteem had significant positive effects on employees’ service innovation behavior.

The results have important practical implications for developing human resource management (HRM) practices in airline firms. More specifically, airline firms should provide management training courses that encourage team leaders to create environments in which employees can form an attitude of “we are in it together”, collect conflict issues from employees in a unanimous manner and then resolve them smoothly without further problems and avoid treating conflicts as win-lose contests. These guidelines may help employees unwind from conflict situations and maintain positive relationships with their colleagues.

Previous studies have paid little attention to effects of conflict management styles on employees’ service innovation behavior through positive psychological experiences based on a holistic model. The results offer new insights into the extended model and have valuable implications for HRM practices in the airline industry.

The purpose of this paper is to investigate the mediating role of innovative behavior on the relationships between organizational structure, such as centralization, formalization, integration, and organizational innovation performance.

The authors collected data from 140 functional managers of manufacturing organizations in the Republic of Korea. The authors used structural equation modeling procedure to evaluate the validity of proposed hypotheses.

The results suggest that innovative behavior mediates the links among centralization, formalization, and organizational innovation performance. However, the findings indicate that innovative behavior does not mediate the relationship between integration and organizational innovation performance.

This work is the first to examine the mediating role of innovative behavior on the associations among centralization, integration, and organizational innovation performance.

This paper aims to address the question of what can significantly impact employees' IB and how employees' IB may be effectively stimulated by investigating key factors such as employees' knowledge sharing, innovation passion, absorptive capacity and risk-taking behaviour on workplace innovation. The moderating role of risk-taking behaviour on the link between absorptive capacity and innovation behaviour is also investigated.

Based on the principles of social exchange theory, the study design explores the complex relationship among knowledge sharing, innovation passion, absorptive capacity and risk-taking vis-à-vis employees' innovation behaviour within a unified analysis framework. Methodologically, employees in the information technology industry in China were surveyed via a questionnaire instrument, with a total of 318 valid questionnaires being collected online. Following a reliability and validity test of the questionnaire, the Smart PLS was used to verify the research model.

Statistically significant results reported were as follows: (1) employees' innovation behaviour is positively impacted by knowledge sharing, innovation passion and absorptive capacity; (2) employees' innovation behaviour is negatively impacted by risk-taking behaviour; (3) knowledge sharing is positively impacted by innovation passion; (4) absorptive capacity is positively impacted by innovation passion; and (5) risk-taking behaviour regulates the relationship between absorptive capacity and innovation behaviour.

Owing to limited research resources, 318 front-line employees were surveyed via an online questionnaire vis-à-vis the sampling method only, specifically taking knowledge sharing, innovation passion, absorptive capacity and risk-taking behaviour as antecedent variables with implications on how employees' innovation behaviour may be stimulated.

The mechanism of augmenting employees' innovation behaviour is chiefly explained from the perspective of innovation passion and risk-taking behaviour, which are conducive towards promoting employees' willingness to improve knowledge sharing and innovation behaviour. The social exchange theory is used as a basis to form an integrated model for the research, contributing to a cumulative theoretical perspective for future work on the impact of innovation passion and risk-taking behaviour on innovation.

In a highly competitive globalised environment, the innovation behaviour of employees plays a key role in the economic viability and competitive advantage of organisations. In this context, developing the understanding of innovation work behaviour is important for the field of individual innovation and this is the focus of the study. The paper aims to discuss this issue.

Data were collected using a survey from 549 employees in organisations operating in four major business centres in South Africa.

On-the-job embeddedness was positively and significantly related to innovation behaviours by employees in organisations operating in diverse industries. Consistent with the view that small organisations have a “behavioural” innovation advantage over larger organisations, the size of the organisation moderated the positive relationship between on-the-job embeddedness and innovation behaviours. On-the-job embeddedness was more positively related to innovation behaviours in small organisations than in larger organisations.

Employees who are highly embedded in their jobs (but not necessarily their communities) are more likely to enact innovation behaviours than employees who are not similarly embedded. Human resource management professionals and line managers can potentially foster employee innovation behaviours through adopting strategies aimed at positively influencing the fit, links and sacrifice dimensions of on-the-job embeddedness.

The study contributes to theoretical and empirical expansion of job embeddedness (JE) by examining: how work and non-work forces that attach employees to their organisations influence their propensity to enact innovation behaviours; and how organisation size moderates the relationship between JE and innovation behaviours. The results will help managers who wish to foster innovation.