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This study aims to extend understanding of individual innovation by examining how learning strategies and relational dynamics influence the generation and promotion of innovative ideas. By investigating the extent to which the relationship between learning strategies and innovation varies as a function of a social factor (i.e. leader–member exchange), this research strengthens the conceptual model of individual innovation by integrating cognitive, behavioral and environmental factors.

Data collected from 667 working adults met satisfactory standards of construct reliability, and confirmatory factor analyses were used to verify sufficient convergent and discriminant construct validity. A first-stage moderated-mediation model was used to measure the direct and indirect effects of the independent variable on the dependent variable, as well as the effect of the moderating variable.

Leader–member exchange positively moderated the relationship between behavioral learning strategies and idea generation, but not the relationship between cognitive learning strategies and idea generation. Furthermore, idea generation mediated the relationship between the interaction (i.e. behavioral learning strategies × leader–member exchange) and idea promotion. Idea generation also mediated the relationship between cognitive learning strategies and idea promotion.

This research extends the generalizability of social cognitive theory within individual innovation processes and provides a greater understanding of how relational dynamics strengthen employee innovation through behavioral learning strategies. Support for the hypothesized moderated-mediation model empirically validates how organizational leaders can leverage relational dynamics and learning strategies to elicit the conceptualization and championing of innovative ideas in the workplace.

This paper aims to analyze idea generation in a public-private collaboration of a Brazilian Government Agency. The authors start from the following research question: How did the process of open creativity occur from collaboration, network relationships and creative practice in the experience of open innovation cycles of the Public Prosecutor’s Office of Pernambuco, Brazil?

The research was characterized as a case study that empirically explored a contemporary phenomenon in a specific context. The authors conducted document research and interviews and used the content analysis technique.

The findings showed that open creativity enabled more efficient idea generation when the public-private partnership was established in a well-structured collaboration network with the private sector of the economy; when it consisted of a heterogeneous group of external collaborators who developed a wide exchange of expertise; and when practical actions were developed to make the creative process more efficient.

The study was limited to a single reality. The study was conducted in a single country and other nations may have social and institutional elements that were not considered in the analysis and that may influence the results in similar studies.

The authors investigated open creativity in the public sector, a field that still has gaps in understanding. The authors focused on social relationships for the generation and improvement of ideas among actors external to the organization involved, a niche that is still little explored in the literature.

The purpose of this study was to investigate how to generate innovative work behaviors among Millennial and Generation Z sport employees and its impact on their career satisfaction and psychological well-being.

The authors used structural equation modeling to examine the relationships among predictors of job engagement, innovative work behaviors, career satisfaction and psychological well-being. The model was tested across managerial sport employees of Division I athletics departments (N = 224).

The highlights of the study include job engagement's positive relationship with innovative work behaviors and the positive influence of innovative work behavior on career satisfaction and psychological well-being.

These findings signify the importance of considering job engagement and innovative work behaviors to develop a positive work experience for Millennial and Generation Z sport employees. Doing so is thought to be a critical step in cultivating an organizational competitive advantage via younger generations of sport employees.

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.

This research sought to propose a theoretical model that analyzes the factors associated with unlearning (individual and organizational) and contributes to generating and realizing ideas among young people at the beginning of their careers based on the predominant type of structure.

The study had a sample (n = 971) and used the multivariate data analysis partial least squares - Structural Equation Modeling (PLS-SEM regular) and multigroup analysis (PLS-MGA) to identify significant differences between the estimates of the specific parameters of each group (a- Organic/b- Mechanistic).

All the direct relationships and formulated mediations were found to be supported, except for H6 (ET→EO) within the group that had a primarily mechanistic organizational structure. Thus, the more turbulent the environmental, the more initiative-taking, innovative and risk-taking a company tends to be. However, it remains to be seen whether the organizational structure plays a role in facilitating or hindering this relationship. H1 (IG→IR) indicates that predominantly organic organizations have a stronger and more consistent relationship with the knowledge developed through individual and organizational unlearning process. This knowledge contributes to the idea-generation process and ultimately leads to realizing those ideas.

The article contributes to literature by proposing an original and integrated theoretical model incorporating individual and organizational approaches to unlearning to understand the effect on idea generation and realization.

The contemporary changes in learning institutions, such as new teaching methods like online teaching that emerged as a result of the corona virus disease (COVID-19) pandemic, require higher education institutions to activate employee creative behaviour to thrive. The COVID-19 pandemic serves as a disruptor and catalyst for traditional teaching methods in universities, leading to the introduction of new teaching methods, which underscores the urgency of creativity research to generate new ideas for work execution. Despite the dynamic education environment that has resulted in new work practices that necessitate creativity, little empirical research stimulating creativity in higher institutions of learning following a pandemic has been done. This research seeks to determine the role of self-efficacy in enhancing creativity and the various types of creativity.

An explanatory research methodology was used to investigate the hypothetical influence of self-efficacy on creativity.

The findings of the study reveal that self-efficacy significantly enhances the different dimensions of creative behaviour. However, the magnitude of the influence varies significantly among the three categories of creative behaviour. The magnitude of influence of self-efficacy was highest on idea implementation, preceded by generation and championing of ideas.

We collected data from employees in Uganda’s universities, which were public, and the application of the findings may be limited to public universities because of the difference in the work environment settings in private and public university settings, which may affect the efficacy of the employees. Given that the data were collected in a university setting, the results may be limited to universities. This research adopted a cross-sectional design and employees' efficacy and creative behaviour may change over time. The current study opens the ground for longitudinal research in a related field to establish the causal role of self-efficacy on individuals' creativity over time.

Organisations must enhance positive organisational behaviour like self-efficacy to enhance university employees' cognitive ability to manage uncertainty associated with creativity. While enhancing self-efficacy, organisations need to consider the strategic actions geared towards enhancing the required type of creative behaviour since findings reveal that the causal effect of self-efficacy significantly differs across the different types of creativity.

This research has both theoretical and empirical value. From an empirical perspective, this is a novel investigation to determine the direct effect of self-efficacy and the individual dimensions of creativity in a public university setting in a developing country like Uganda. By establishing the antecedent role of self-efficacy on creativity, the study provides new insights into how educational systems can maintain operational continuity and adaptability during unprecedented disruptions like the one of COVID-19. This research extends the applicability of social cognitive theory from a theoretical standpoint by affirming that the influence of personality characteristics on an individual (such as self-efficacy) varies with the type of creative behaviour. This is because the tasks involved in the various dimensions of creative behaviour are different and, as a result, are affected by self-efficacy in different ways.

The purpose of the present research is to introduce a combined framework that integrates innovative work behavior, product innovation process and customer knowledge management; then, to explore the mediating effect of customer knowledge management in the relationship between innovative work behavior and the product innovation process.

The basis for the present research is a cross-sectional design. Data collection from 154 employees occurred using the following structured questionnaires: Customer Knowledge Management (CKM), Innovative Work Behavior (IWB) and Product Innovation Process (PIP). Data processing used SPSS version 26.0, including the PROCESS (3.5) macro analysis.

The results show positive relationships between innovative work behavior and the product innovation process (r = 0.420, p < 0.01). Pearson's correlation shows a coefficient of 0.42, meaning that 42% of the variations in perceived product innovation are due to variations in innovative work behavior. The second condition of the mediation test involved testing the relationship between the independent variable (Innovative Work Behavior) and the mediating variable (Knowledge Management) and showed a significant relationship (r = 0.272, p < 0.01). The findings suggested that knowledge management that other determinants supported, such as collaboration in idea exploration, idea championing and encouragement of participation in idea implementation, significantly contributed to the product innovation process (r = 0.509, p < 0.01). The bootstrapping method confirmed that innovative work behavior supports product innovation through the mediation of customer knowledge management (z = 3.01, p = 0.002).

The cross-sectional design, along with the relatively low number of participants and the self-reporting nature of the questionnaires, represent the current study's main limitations. Developing the research model could integrate new variables, such as customer co-creation processes, performance-based compensation, employee citizenship activities and transformational leadership.

This research has both theoretical and practical implications. These emphasize the importance of further investigation into the factors influencing companies' innovation processes. They also provide managers with a means of finding a fit between the deployment of customer knowledge mechanisms and the achievement of innovative workplace behavior, to improve innovation process efficiency.

The current study broadens the empirical research area of customer knowledge management and its impact on both innovative work behavior and the product innovation process, particularly in knowledge-intensive market scenarios that require organizations to be innovative.

This study aims to examine organizational justice, innovation and 360-degree feedback appraisals. It examines how 360-degree feedback appraisals affect innovative behavior, execution and creative asset use. This paper examines organizational justice (distributive, procedural and interactional) and employee perceptions of 360-degree feedback systems. Finally, this study investigates how procedural and interactional justice mediate the relationship between innovative behavior and 360-degree feedback appraisals.

A sample of 200 participants from diverse locations, including Lebanon, Europe, the GCC, North Africa and Australia, spanning various occupations and industries were asked to complete the survey. This sample targeted participants who would be interested in the topic and who were selected from a diverse demographic characteristic. The Statistical Package for the Social Sciences software was used to analyze the research data.

This study reveals important connections within organizations. It shows a positive link between using 360-degree feedback appraisals and innovation, including idea generation and implementation. In addition, it confirms that using such feedback is linked to employees' perceptions of fairness. Moreover, it finds a positive connection between innovation and fairness. Finally, it highlights organizational fairness as a key mediator between 360-degree feedback and innovation.

The recent investigations conducted exhibit various limitations that open avenues for prospective research. Initially, a cross-sectional design was used, presenting an opportunity for future research to consider adopting a longitudinal approach. This method could facilitate the collection and analysis of data over time, allowing for a more nuanced exploration of causality. Moreover, this research concentrated solely on a singular component of performance appraisal, namely, 360-degree feedback. To enrich future investigations, researchers are encouraged to encompass other facets of performance appraisal, such as gauging satisfaction with and the efficacy of performance appraisal. Furthermore, potential future studies may delve into exploring the mediating impact of other variables in the relationship between 360-degree feedback and innovative behavior, such as job satisfaction and affective commitment. In addition, the potential role of various moderating variables, including organizational culture, perceived organizational support and structural empowerment, could be investigated in forthcoming studies.

The study's findings carry practical implications for various stakeholders, encompassing employees, managers and policymakers. Managers aiming to foster an innovative culture should meticulously craft a 360-degree evaluation system that recognizes and incentivizes both concrete and intangible manifestations of innovation. The examination conducted in this research suggests a robust correlation between the existence of a 360-degree evaluation and behaviors related to ideation, encompassing idea generation and implementation.

To cultivate innovative behavior among employees, managers should empower their workforce, and one effective approach is to enhance employees' perceptions of the quality of performance appraisals. Recognizing employee innovative behavior emerges as a crucial prerequisite for the growth, development and sustainability of organizations, demanding specific attention from both managers and policymakers. In the organizational context, the relationship between innovative behavior and perceptions of organizational justice shows that organizations should aim at fostering an atmosphere that promotes creativity while also ensuring fair treatment and recognition for contributors.

Despite the array of research on the relationship between innovative behavior and 360-degree feedback, this study is the first to examine the mediating effect of organizational justice on the relationship between 360-degree feedback and innovative behavior.

This study seeks to comprehend how sociomateriality influences the openness paradox within the context of open strategising.

We adopted a qualitative approach and developed a case study as a research method. The data included 10 semi-structured interviews, direct observation and documentary analysis, including virtual documents, collaborative platforms and communication systems.

We found that sociomateriality influences the transition between openness and closure in open strategy (OS) dimensions, namely inclusion, participation and transparency, once organisational practitioners actively build on social relationships and engage with material elements within this paradoxical context.

The primary limitation was the challenge of managing extensive data, especially tracking all meetings and interactions. Nonetheless, we aimed to provide a comprehensive view and meaningful insights from the data. Future research could employ mixed methods to achieve a more holistic understanding of the phenomenon.

By understanding the role of formalisation and legitimation played by sociomateriality during open strategising, practitioners can navigate the complexities of balancing openness and closure, fostering innovation and engagement while ensuring the legitimacy of strategising. Recognising the coexistence of exclusions in social practices enables society to comprehend this paradox and highlight the need to address it, fostering an inclusive environment and promoting balanced openness in various social contexts.

Our study contributes to the OS literature by highlighting the role of sociomateriality in shaping the openness and closure interplay. Additionally, we emphasise the importance of formalisation and legitimation practices involving materiality in the balance between openness and closure in a context where openness is deemed essential for strategic success.

Building on social exchange theory (SET), the main aim of this paper is to empirically study the impact of high-commitment work practices (HCWPs) systems on radical innovation. Additionally, the paper examines the mediating roles of employee innovative work behaviour (IWB) and knowledge sharing (KS) in the relationship between HCWPs and radical innovation.

Using a survey questionnaire, data were collected from employees working in pharmaceutical, manufacturing and technological industries in Jordan. A total of 408 employees participated in the study. Structural equation modelling (SEM) using AMOS v28 was employed to test the research hypotheses.

This research found that HCWPs in the form of a bundle of human resource management (HRM) practices are significant for employee IWB and KS. However, similar to previous studies, this paper failed to find a direct significant impact for HCWPs on radical innovation. Rather, the impact was mediated by employee IWB. Additionally, this paper found that HCWPs are significant for KS and that KS is significant for employee IWB.

Distinctively, this paper considered the mediating effect of employee IWB on radical innovation. Extant research treated IWB as a consequence of organisational arrangements such as HRM practices; this paper considered IWB as a foundation and source for other significant organisational outcomes, namely radical innovation. Additionally, the paper considered employees' perspectives in studying the relationship between HRM, KS, IWB and radical innovation.