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Article
Publication date: 6 September 2021

Guangning Zhang and Yingmei Wang

This study aims to investigate the effect of organizational identification to employeesinnovative behavior, the mediating role of work engagement and the moderating role…

Abstract

Purpose

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

Design/methodology/approach

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

Findings

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

Originality/value

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 employeesinnovative behavior.

Details

Chinese Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 7 October 2021

Tuan Trong Luu

The ongoing improvement of hospitality services stems from innovative behavior among employees. This study aims to investigate how and when human resource (HR) flexibility…

Abstract

Purpose

The ongoing improvement of hospitality services stems from innovative behavior among employees. This study aims to investigate how and when human resource (HR) flexibility promotes hospitality employeesinnovative work behavior.

Design/methodology/approach

The data were garnered from 438 employees and 67 managers from 19 hotels operating in Vietnam. Multilevel structural equation modeling was used to analyze the data.

Findings

The positive association was observed between HR flexibility and innovative work behavior. Harmonious passion functioned as a mediator for such a relationship. While promotion focus was found to positively interact with HR flexibility to predict employee harmonious passion, prevention focus demonstrated an attenuating effect on the association between HR flexibility and harmonious passion.

Practical implications

The findings suggest that hospitality organizations can promote innovative work behavior among employees through building skill and behavioral flexibility, as well as flexibility in HR practices. Hospitality organizations should also realize the role of harmonious passion as a mechanism that can channel HR flexibility into innovative work behavior and the interactive effect of promotion focus and HR flexibility on fostering harmonious passion and, in turn, innovative work behavior.

Originality/value

This inquiry advances the strand of research on the HR management-innovative behavior linkage by offering insights into how and when HR flexibility promotes innovative work behavior among hotel employees.

Details

International Journal of Contemporary Hospitality Management, vol. 33 no. 12
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 23 March 2021

Muhammad Mumtaz Khan, Muhammad Shujaat Mubarik, Tahir Islam, Asif Rehman, Syed Saad Ahmed, Essa Khan and Farhan Sohail

The study aims to examine the mediating role of psychological empowerment and job crafting between servant leadership and innovative work behavior.

Abstract

Purpose

The study aims to examine the mediating role of psychological empowerment and job crafting between servant leadership and innovative work behavior.

Design/methodology/approach

The data were collected from 689 knowledge workers employed in Pakistan's service industry. The data collection was done through survey design. The data analysis was done through structural equation modeling using PLS-Smart.

Findings

Servant leadership was found to be related to psychological empowerment, job crafting and innovative work behavior of the employees. Job crafting was found to be mediating between servant leadership and innovative work behavior. Additionally, psychological empowerment and job crafting were found to be sequential mediators between servant leadership and innovative work behavior.

Originality/value

The study delineated the link mechanism between servant leadership and innovative work behavior.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

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Article
Publication date: 11 February 2021

Shehla Malik

This study aims to examine the underlying process through which emotional intelligence impacts employeesinnovative work behaviour by testing the mediating role played by…

Abstract

Purpose

This study aims to examine the underlying process through which emotional intelligence impacts employeesinnovative work behaviour by testing the mediating role played by tacit knowledge sharing in organizations. The direct and indirect effects of emotional intelligence on innovative work behaviour of employees were explored.

Design/methodology/approach

A structured survey questionnaire was used to collect data from 171 full-time employees of five high-tech knowledge-intensive organizations located in India. The hypotheses were tested using partial least squares structural equation modelling.

Findings

The results revealed that emotional intelligence had a direct positive impact on tacit knowledge sharing and innovative work behaviour of employees. Similarly, tacit knowledge sharing positively influenced innovative work behaviour. The study further showed that the relationship between emotional intelligence and innovative work behaviour was partially mediated by tacit knowledge sharing.

Practical implications

To enhance innovative behaviour at work, organizations should concentrate on building the emotional competencies of its employees to increase their emotional intelligence level through suitable training programs. Besides, organizations should also focus on shaping a knowledge-sharing culture by building systems and processes through which free exchange of tacit knowledge among employees can be promoted to enhance their innovative work behaviour.

Originality/value

This study contributes to the existing pool of knowledge by demonstrating the unexplored effect of emotional intelligence on innovative work behaviour via the mediating role of tacit knowledge sharing. It also advances current literature on emotional intelligence, tacit knowledge sharing and innovative work behaviour by discussing useful theoretical implications of the findings.

Details

VINE Journal of Information and Knowledge Management Systems, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2059-5891

Keywords

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Article
Publication date: 15 June 2020

Bilal Afsar, Basheer M. Al-Ghazali, Sadia Cheema and Farheen Javed

Because of the rapidly changing environment and fleeting market opportunities, employee's innovative work behavior is increasingly assuming a pivotal role in enhancing…

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1963

Abstract

Purpose

Because of the rapidly changing environment and fleeting market opportunities, employee's innovative work behavior is increasingly assuming a pivotal role in enhancing organizational effectiveness and competitive advantage. The success of organizations is largely depended on their employees' ability to innovate. The role of cultural intelligence to enhance innovative work behavior is yet to be explored in the innovation research. The purpose of this study is to examine how cultural intelligence enhances employees' innovative work behavior through work engagement and interpersonal trust.

Design/methodology/approach

The study is a cross-sectional design which utilizes data from 381 participants from multinational corporations in Saudi Arabia.

Findings

The results indicate that cultural intelligence can significantly affect employee's innovative work behavior. It further reveals that both work engagement and interpersonal trust partially mediate the effect of cultural intelligence on innovative work behavior.

Originality/value

This study adds to the literature on intelligence by examining an underexplored type of intelligence (i.e. cultural intelligence) in relation to employee's innovative work behavior. It reveals work engagement and interpersonal trust as the psychological mechanisms that can link cultural intelligence to innovative work behaviors.

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Article
Publication date: 16 July 2020

Sajjad Nazir, Amina Shafi, Muhammad Ali Asadullah, Wang Qun and Sahar Khadim

This study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee

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1251

Abstract

Purpose

This study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice behavior. Particularly, this study utilized the social exchange theory to investigate the indirect effect of three distinct dimensions of paternalistic leadership style on innovative work behavior through LMX and employee voice behavior.

Design/methodology/approach

Self-reported questionnaires were used to collect data from 397 employees in Pakistan. Hypotheses were tested using structural equation modeling (SEM).

Findings

The two dimensions of paternalistic leadership were significantly related to LMX. LMX had a significant effect on employee voice behavior that was further related to innovative work behavior. The findings also support the mediating role of LMX between authoritarian and moral leadership and employee voice. Further, LMX and employee voice boosted the indirect relationship between moral leadership and innovative behavior. However, authoritarian leadership demonstrated a significant but negative indirect effect on innovative behavior through LMX and employee voice.

Practical implications

The organizational members need to encourage a high LMX and voice behavior to enhance the positive effects of benevolent and moral leadership styles on innovative employee behaviors. Contrarily, they need to discourage authoritarian leadership if they want to enhance innovative work behavior through LMX and employee voice. Furthermore, when leaders provide a safe environment to employees at the workplace, then they may feel secure to take risks and exhibit innovative work behavior, which ultimately contributes to increasing employee and organizational performance.

Originality/value

This study extended the existing literature on paternalistic leadership in two important ways. First, this study examined a serial mediation mechanism to test the effect of paternalistic leadership on innovative work behavior through LMX and voice behavior. Second, this is a key study to investigate which dimension of paternalistic leadership is effective to boost employees' innovative work behavior at the individual level in the Pakistani organizational context.

Details

European Journal of Innovation Management, vol. 24 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

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Article
Publication date: 13 May 2019

Bilal Afsar, Mariam Masood and Waheed Ali Umrani

The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study…

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3219

Abstract

Purpose

The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores the moderating effect of knowledge sharing behavior in the relationship between transformational leadership and innovative work behavior.

Design/methodology/approach

A quantitative and cross-sectional approach was used to collect data. Data were collected from 325 subordinates and 126 supervisors working in the hotel industry. Subordinates were asked to rate transformational leadership style of their respective supervisors and their own job crafting and knowledge sharing behaviors. Supervisors were asked to rate innovative work behavior of their respective subordinates.

Findings

The results showed that job crafting behaviors (increasing structural job resources, increasing social resources and increasing job challenges) mediated the effect of transformational leadership on an employee’s innovative work behavior. Moreover, knowledge sharing moderated the relationship between transformational leadership and innovative work behavior.

Practical implications

Organizations may reap the benefits of an innovative workforce by selecting, nurturing and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment.

Originality/value

This is the first study to test the mediating effect of job crafting behaviors on the relationship between transformational leadership and innovative work behavior.

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Article
Publication date: 21 March 2019

Tung-Ju Wu and Yenchun Jim Wu

The purpose of this paper is to explore the relationship between positive and negative emotional contagion by supervisors and innovative behavior by employees in the…

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1960

Abstract

Purpose

The purpose of this paper is to explore the relationship between positive and negative emotional contagion by supervisors and innovative behavior by employees in the marketing department at China Mobile, as well as investigating the mediating roles of work engagement and surface acting in this path.

Design/methodology/approach

The authors analyzed emotional contagion on innovative behavior and investigated the mediation effect of work engagement and surface acting, and used structural equation modeling to test the hypotheses. Subjects in this study comprised 263 dyads of supervisors and employees (131 supervisors and 263 employees) in the marketing department at China Mobile.

Findings

The results indicated that positive emotions by employees mediated the positive effect of supervisors’ expression of positive emotions about employeeswork engagement; work engagement mediated the positive effect of employees’ positive emotions on their innovative behavior; and employees’ negative emotions mediated and did not significantly mediate the effect of supervisors’ negative emotions on employees’ surface acting and innovative behavior, respectively.

Research limitations/implications

This study recommends that future studies examine emotional labor by team members and investigate the types of mechanisms (such as psychological safety and team learning) adopted by such teams to increase their members’ levels of emotional contagion.

Practical implications

The authors recommend that enterprises implement courses that are relevant to emotional management for supervisors to enhance their ability to regulate and manage their own emotions. The authors also suggest that organizations offer adequate job resources to employees to inspire work engagement among employees.

Originality/value

This study explored the role of work engagement among employees, which serves as a motivational mechanism between positive emotional labor by supervisors and innovative behavior by employees. In addition, it investigated the role of surface acting by employees, which serves as an energetic mechanism between negative emotional labor by supervisors and innovative behavior by employees.

Details

Management Decision, vol. 57 no. 11
Type: Research Article
ISSN: 0025-1747

Keywords

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Article
Publication date: 27 August 2019

Mohd A. Al-Hawari, Shaker Bani-Melhem and Faridahwati Mohd Shamsudin

The purpose of this study is to examine the influence of workplace happiness and work engagement on employee service innovative behavior from the perspective of positive…

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1027

Abstract

Purpose

The purpose of this study is to examine the influence of workplace happiness and work engagement on employee service innovative behavior from the perspective of positive psychology. The study also examines if work engagement mediates the relationship between workplace happiness and employee service innovative behavior. Finally, it investigates how co-worker socializing and the service climate of the organization moderate the relationship between work engagement and employee service innovative behavior.

Design/methodology/approach

The study used survey data from 321 frontline employees working in the service sector in the United Arab Emirates (UAE). Six major hypotheses were established and examined using the SPSS Statistics V22.0 Process. The measurement model was analyzed using Amos 22.

Findings

Workplace happiness and work engagement are found to be important factors affecting employee service innovative behavior. Workplace happiness influences employee service innovative behavior directly and indirectly through work engagement. Both service climate and co-worker socializing play a significant moderating role in the relationship between work engagement and employee service innovative behavior among frontline employees. Interestingly, service climate erodes this relationship while co-worker socializing enhances it.

Practical implications

This study provides guidelines for managers and practitioners in the service industry to promote frontline employee service innovative behavior. Specifically, the findings provide guidance for decision-makers on how to use workplace happiness to trigger the innovative service behaviors of frontline employees, taking into consideration the conditional role of service climate and co-worker socializing.

Originality/value

The literature on factors affecting the service innovative behavior of frontline employees in the service sector from the perspective of positive psychology is limited, especially in the context of the UAE. The data, framework and outcomes of this research address this gap and contribute to the current body of knowledge. Specifically, the study contributes to the broaden-and-build theory of positive emotions in the field of positive psychology by validating the applicability of the theory in a wider organizational context.

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Article
Publication date: 26 June 2018

Bilal Bin Saeed, Bilal Afsar, Sadia Cheema and Farheen Javed

The purpose of this paper is to examine how leader–member exchange relates to subordinate’s innovative work behavior through core self-evaluation (CSE), domain knowledge…

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2419

Abstract

Purpose

The purpose of this paper is to examine how leader–member exchange relates to subordinate’s innovative work behavior through core self-evaluation (CSE), domain knowledge and creative process engagement. On the basis of an interactional approach, this study hypothesized that there is an interaction between leader–member exchange, CSE and domain knowledge that affects innovative work behavior, such that leader–member exchange has the strongest positive relationship with innovative work behavior when subordinates have high levels of CSE and domain knowledge; and creative process engagement mediates the effect that this three-way interaction between leader–member exchange, CSE and domain knowledge has on innovative work behavior.

Design/methodology/approach

Data were collected from 323 employees and their immediate supervisors (121) from automotive industry. First, subordinates completed measures of their leader–member exchange, CSE and domain knowledge. Then, the supervisors of these employees assessed their subordinates’ innovative work behavior.

Findings

The results showed that leader–member exchange, CSE and domain knowledge interacted to affect employee innovative work behavior in such a way that when CSE and domain knowledge were both high, leader–member exchange had the strongest positive relationship with innovative work behavior and creative process engagement mediated this relationship.

Originality/value

This study is the first of its kind to empirically examine the interactional perspective of leader–member exchange on innovative work behavior through domain knowledge, CSE and creative process engagement. Theoretical and practical implications and future area of research are discussed at the end.

Details

European Journal of Innovation Management, vol. 22 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

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