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Drawing on the Job Demands-Resources (JD-R) theory, the primary goal of this study is to conceptualise and empirically validate a theoretical framework that explains the process by which digital job resources influence the innovative work behaviour of technological professionals. Specifically, this study aims to examine the impact of digital job resources, especially digital training, and digital communication, on employee digital engagement. Furthermore, it investigates the influence of digital engagement on digital leadership and the effect of digital leadership on innovative work behaviour. Lastly, the study examines whether digital engagement and digital leadership serially mediate the relationship between digital job resources and innovative work behaviour.

Data were collected from full-time technological professionals using multiple sampling techniques. A total of 307 samples were utilised for the final data analysis. Partial Least Squares Structural Equation Modelling (PLS-SEM), employing SmartPLS 4.0, was used to test the study hypotheses.

The findings of this study emphasize that digital engagement and digital leadership are pivotal in mediating the impact of digital communication on technological professionals' innovative work behaviour. Specifically, our results show that digital communication significantly shapes the digital engagement of these professionals. Digital engagement, in turn, positively influences digital leadership, which then fosters technological professionals’ innovative work behaviour. Notably, both digital engagement and digital leadership serve as mechanisms that link digital communication and innovative work behaviour. Contrary to our initial expectations, the study finds that digital training neither directly affects digital engagement nor has an indirect effect on innovative work behaviour.

The present study is distinct in offering a theoretical framework outlining the steps through which digital resources influence technological professionals' digital engagement, digital leadership capabilities, and their innovative work behaviour. Prior studies have predominantly focused on antecedents of innovative work behaviour, with an emphasis on individual characteristics and organisational environmental factors. There is limited research exploring how, or even if, digital job resources – such as digital training and digital communication – affect employees’ innovative work behaviour. Additionally, the examination of the interrelationship between digital engagement and digital leadership is notably lacking in existing literature. Much of the research has instead probed the converse relationship: how leadership styles impact employees' engagement. Lastly, this research is among the pioneering efforts to consider the serial mediating role of digital engagement and digital leadership between digital job resources and innovative work behaviour, a topic that remains underrepresented in academic discourse. This study addresses these gaps.

In today's dynamic and competitive business environment, organizations strive to foster innovation as a key driver of success. To achieve this, leaders play a critical role in promoting innovative work behavior among employees. This study is based on finding the effect of ambidextrous leadership on innovative work behavior with employee voice behavior as a mediator and employee moral identity as a moderator.

This study is conducted on Pakistan's hotel and restaurant industry. Drawing upon a sample of 410 valid responses from employees from various hotels, data is collected using self-report questionnaires.

The study revealed that ambidextrous leadership is positively related to innovative work behavior, and employee voice behavior mediated their relationship very well. However, ambidextrous leadership generates more positive and creative outcomes for the organization if it accompanies employee voice. Moreover, employees with a stronger moral identity are more likely to engage in voice behavior when they perceive ambidextrous leadership practices.

In Pakistan's hotel industry, developing leadership programs that focus on ambidextrous leadership, encouraging employee voice, and aligning with employees' moral values are key to fostering innovation. Organizations should cultivate a culture of openness, trust, and recognition, alongside implementing systems that reward innovative contributions. It's crucial to provide opportunities for skill development, decision-making participation, and a sense of ownership among employees. Moreover, providing necessary resources and supporting a culture that embraces experimentation and learning from failures are fundamental for sustained innovation.

By adopting ambidextrous leadership practices, leaders can stimulate employee voice behavior, which, in turn, contributes to the development of innovative work behavior. Furthermore, understanding the importance of employee moral identity can help leaders tailor their leadership approaches to create an ethical work environment that promotes employee engagement and innovation.

The study aims to develop a hierarchical model for innovative work behaviour (IWB) that can capture the complex associations among the factors contributing to IWB within the information technology (IT) sector. To accomplish this, the authors rely on an abductive approach using a graph theoretic model, often called interpretive structural modelling (ISM).

After conducting an in-depth literature review and using the Delphi method, the authors identified 12 factors (11 enablers and IWB as an outcome). The authors collected data through the Delphi approach by sending the questionnaire to 11 experts from academia and the IT sector who have extensive experience and knowledge relevant to the study. The authors then used the ISM method to analyse the relationships among these factors and understand their driving forces.

Based on the ISM model and the Matrice d'Impacts Croisés Multiplication Appliquée à un Classement analysis, the authors have identified that inclusive leadership, proactive personality and knowledge creation ability are the variables with strong driving power but weak dependence. Conversely, IWB has strong dependence but weak driving power. These findings suggest that to foster IWB, the organisation should prioritise inclusive leadership, proactive personality and knowledge-creation ability to succeed in challenging times. The study’s findings contribute to the social exchange theory, which explains IWB in a dynamic setting. Additionally, the study helps address the significant concerns that most IT companies face during times of crisis.

The study provides valuable guidance for managers and policymakers who are grappling with the challenges of improving IWB in the IT sector. This study is particularly relevant as the industry is currently navigating an economic recession and facing intense competition from other tech companies launching new products and services.

This research holds great significance for top executives, line managers and policymakers in the IT industry. It sheds light on the relevance and importance of various factors facilitating millennials' IWB.

This study aims to use self-determination and social exchange theory to investigate how transformational leadership influences employees’ motivation for their work behaviors, with job autonomy serving as a mediator. This study hypothesized that transformational leadership could promote employees’ autonomy in performing their tasks, leading to the development of innovative work behaviors and organizational citizenship behaviors.

Using a multilevel approach, data was collected from 409 public service employees across 39 departments.

The findings indicate the significant impact of transformational leadership on shaping employees’ innovative work and organizational citizenship behavior. Notably, job autonomy emerges as a pivotal mediator, facilitating the positive effects of transformational leadership by empowering employees to explore innovative tasks beyond their prescribed roles, thereby enhancing team effectiveness and employee engagement.

This study’s originality lies in its innovative use of multilevel analysis to reveal job autonomy’s mediating role, offering fresh insights into promoting innovation and organizational in public service settings.

This study aims to examine the influence of performance appraisal on Innovative work behavior of employees in public sector universities of Pakistan, by using the Ability, Motivation, and Opportunity framework.

A newly developed framework has been created to explore how performance appraisal, self-efficacy, and organizational climate influence employees' innovative work behavior. The study collected data using a self-administered questionnaire from employees who work in public universities in Pakistan.

The findings of this study revealed a positive correlation between performance appraisal and innovative work behavior. It is observed that self-efficacy mediates the relationship between performance appraisal and innovative work behavior and organizational climate moderates the relationship between self-efficacy and innovative work behavior.

The current study is novel and unique for several reasons. But the main contribution of this study is the validation of self-efficacy's mediating impact on innovative work behavior as well as the validity of the organizational climate as moderating effect in Pakistan’s public sector universities, where a large number of students have been enrolled and they can get advantage from their teacher's improved innovative behavior.

The current diversity in organizations requires innovative employees to cope up with the dynamism. A burgeoning body of literature has established the antecedent role of self-efficacy in employee innovativeness. However, there is a dearth of knowledge regarding the influence of self-efficacy on the different types of innovative work behaviour. The purpose of this study was to establish the influence of self-efficacy on the different types of innovative work behaviour.

The study adopted an explanatory design to examine the hypothesized relationship between the study variables. Regression analysis was used to investigate the relationship between self-efficacy and different types of innovative work behaviour using a sample drawn from public universities in Uganda.

The study findings reveal that self-efficacy significantly influences the four types of innovative work behaviour. However, the magnitude of the influence is not uniform across the four types of innovative work behaviour. Idea implementation was highly influenced by self-efficacy, followed by generation of ideas. Championing and exploration are the least determinants of self-efficacy.

This research has both empirical and theoretical value. Empirically, to the best of the authors’ knowledge, this is the first study to show a direct relationship between self-efficacy and individual facets of innovative work behaviour in a public university setting in a developing nation like Uganda. Theoretically, the study expands on the applicability of the social cognitive theory by revealing that the influence of an individual's personality characteristics (such as self-efficacy) varies with the type of innovative work behaviour because the tasks involved in the various types of innovative work behaviour differ and are thus affected by self-efficacy differently. The study limitations and areas for further research are discussed.

In response to the dynamic demands of the contemporary business landscape, this study critically examines the pivotal role of ethical leadership in shaping employee’s innovative behavior within organizations. Our research delves into the nuanced interplay between ethical leadership, psychological well-being and innovative work behavior. Drawing from the principles of social exchange theory, our study addresses a critical gap in the literature by exploring the mediating role of psychological well-being in the relationship between ethical leadership and employees' innovative work behavior.

In this quantitative research, data were collected from 384 employees and their direct supervisors in Pakistan’s IT sector using “Google Forms” through a convenience sampling method facilitated by the “LinkedIn” platform. Additionally, the study applied a two-stage structural equation modeling approach, first to assess the uni-dimensionality, and subsequently, to evaluate the proposed hypotheses.

The research results unveiled a robust and positive impact of ethical leadership on innovative work behavior, operating through both direct and indirect pathways mediated by psychological well-being. Intriguingly, the moderating role of perceived organizational support adds depth to our understanding, revealing nuanced conditions under which ethical leadership influences employees' well-being and, subsequently, their innovative contributions.

Beyond theoretical contributions, our study provides practical insights for managers seeking to leverage employees' innovative work behavior for organizational success. By emphasizing ethical leadership as a catalyst, we advocate for its integration into HRM practices. However, recognizing the contextual nature of organizational support, our findings underscore the importance of adaptable leadership strategies to maximize positive outcomes.

Grounded in the principles of social exchange theory, this research marks a pioneering effort to shed light on the link between ethical leadership and innovative work behavior through the mediation of psychological well-being. Additionally, this study makes a valuable contribution to the current body of knowledge by investigating the contingent influence of perceived organizational support on the relationship between ethical leadership and employees' psychological well-being.

This paper aims to synthesize and critically explore the available knowledge about the linkages between compulsory citizenship behavior, knowledge hiding and employee innovative performance through a systematic literature review. It proposes a conceptual framework, highlighting the core relationships between these constructs.

Using two databases (Dimensions and Scopus), the authors critically examine 93 peer-reviewed publications from 2006 to 2023 to identify the arguments supporting the associations between the studied constructs.

Through an integrative conceptual model, this study provides insights into the devastating impact of compulsory citizenship behavior on employee innovation performance, further suggesting how knowledge hiding may play a mediating role.

The study's main limitation lies in its conceptual nature. Future research should empirically validate the model to gain richer perspectives into the linkages.

The existing body of literature lacks a comprehensive understanding of the nexus between compulsory citizenship behavior, knowledge hiding and employee innovative performance. This study is a pioneer since it explores the emerging concepts of compulsory citizenship behavior and knowledge hiding and accentuates their presence in the context of innovative performance at the individual level through coercive persuasion theory and cognitive dissonance theory.

The purpose of this study is to investigate the effect of perceived group inclusion on the innovative work behavior of consulting team members, as well as to analyze its subsequent impact on team performance. In addition, the authors investigate whether the effect of perceived group inclusion on innovative work behavior could be moderated by two aspects of team characteristics: team size and the gender composition of its members.

The authors collected questionnaire data from 229 team members from 24 consulting firms located in Bangkok, Thailand. Team performance was assessed by team leaders to prevent common method bias. Partial least squares-structural equation modeling was used for data analysis.

The results support the positive association between perceived group inclusion and innovative work behavior among consulting team members. Innovative work behavior also mediates the positive association between perceived group inclusion and team performance. Moreover, the authors found that the degree to which perceived group inclusion affects innovative work behavior is stronger in larger teams than smaller teams. However, the degree to which perceived group inclusion affects innovative work behavior tends to be weaker in teams that have a higher proportion of female members than in teams that have fewer female members.

Because employees are the most valuable asset contributing to the innovative performance of consulting firms, it is crucial to understand how members within a team should be properly managed so that the firms can maximize the benefits from their human capital. Essentially, management and practitioners in the consulting business can use the insight from this research regarding the essential roles of group inclusion and team composition to create a favorable and effective team environment that enhances collaboration and helps their firms to gain the full benefits of team synergy. In particular, group inclusion is the issue that management should emphasize. Moreover, the team should be large enough and have a decent level of gender diversity to strengthen the benefit of group inclusion.

The research extends the knowledge boundary in inclusion research, which still lacks evidence about the moderating role of team characteristics that might strengthen/weaken the effect of perceived group inclusion on innovative behaviors.

This study aims to explore the boundary conditions of the relationship between challenge-hindrance stressors and innovative work behavior via task crafting and psychological detachment.

The data were collected from 238 questionnaires in five technology R&D enterprises in Tianjin, China. The paper utilized structural equation modeling and cross-sectional design to test hypotheses by AMOS and examined the mediating and moderating effects using the bootstrapping method by SPSS.

Challenge stressors indirectly improved innovative work behavior via task crafting, while hindrance stressors did not affect task crafting or innovative work behavior. Psychological detachment moderated the relationship between challenge stressors and innovative work behavior. When psychological detachment was high, innovative work behavior did not change regardless of challenge stressors. When psychological detachment was low, innovative work behavior increased with the increase of challenge stressors.

The study explains the link mechanism between stressors and innovative work behavior. It enriches the research on psychological detachment as a moderator and provides a new frame for enterprises to develop employees' innovation.