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This study clarifies the factors that foster individual innovative behaviour in the public sector by examining the effects and roles of empowering leadership, work group cohesiveness and individual learning orientation. This study also explores the direct effect of empowering leadership on work group cohesiveness and individual learning orientation, the influence of work group cohesiveness on individual learning orientation and the mediating roles of work group cohesiveness and individual learning orientation.

Data were collected from an online survey of respondents working in a public sector organization. Partial least squares structural equation modelling and mediation analysis by the bootstrap method were used for the data analysis.

Empowering leadership and individual learning orientation had significant direct effects on individual innovative behaviour. Both empowering leadership and work group cohesiveness have significant direct effects on individual learning orientation. Empowering leadership was positively related to work group cohesiveness. The mediation analysis revealed that individual learning orientation mediates the relationships between empowering leadership and individual innovative behaviour and between work group cohesiveness and individual innovative behaviour.

The study focuses on three factors that foster individual innovative behaviour in a public sector organization.

This study offers new insights into the factors that foster individual innovative behaviour in the public sector. The findings reveal the importance of using a balanced leadership style and encourage learning in the workplace for individual innovativeness by public leaders.

This paper aims to explore Indonesian students' perceptions of student exchanges or studies abroad regarding cultural intelligence's influence on innovative behavior through interpersonal trust.

This study has used a quantitative research approach. Data analysis uses an approach structural equation modeling-partial least squares (SEM-PLS) supported by program computer software Smart-PLS 3.0. An online questionnaire was distributed to 224 respondents, but only 214 were qualified. In this study, the respondent is Indonesian students who have been completed or are currently conducting student exchanges or studying abroad in the Asia and Australia region.

This pilot study reveals that high cultural intelligence students positively affect their individuals' innovative behavior. Moreover, interpersonal trust levels would mediate the influence of cultural intelligence on individual innovative behavior students. These results indicate that most Indonesian citizen students who took part in student exchanges or studying abroad had high cultural intelligence.

This study focused on influence cultural intelligence on individuals' innovative behavior, which is referred to as cross-cultural interaction. Also, this study focused on Indonesian citizen students who took part in student exchanges or studying abroad. This kind of research has not been thoroughly or even not been discussed in academic research. Therefore, it was necessary to put this issue into a science education and management science.

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.

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

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.

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.

This research study investigated the relationship between participative decision-making and innovative work behavior by considering the moderating role of power distance orientation of individuals. Grounded in the approach-inhibition theory of power, the authors proposed that participative decision-making could mitigate perceived power gap and motivate individuals with high power distance orientation to engage more in innovative work behavior.

Survey data were collected from 243 faculty members from 2 universities located at Dhaka, Bangladesh. The partial least squares structural equation modeling (PLS-SEM) was used for data analysis.

The results from the model estimation showed that the positive relationship between participative decision-making and innovative work behavior was stronger among faculty members with high power distance orientation than those with low power distance orientation. The simple slope analysis also clarified the fact that faculty members with high power distance orientation could increase their innovative work behavior to be at the same level as that of faculty members with low power distance orientation when the members were involved highly in participative decision-making.

Participative decision-making is a management practice that should be implemented in order to motivate faculty members to actively engage in innovative work behavior. Particularly for faculty members who are sensitive towards the power status of other members in the workplace, this management practice is highly recommended to lessen the perceived social barrier that discourages these faculty members from engaging in innovative work behavior.

The authors' research advanced knowledge from prior studies by offering new theoretical insight into the role of empowerment practice that could motivate individuals with high power distance orientation to engage more in innovative practices.

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.

The present investigation aimed to evaluate the influence of envy on the predisposition to innovative behavior, starting from a conceptual model that considers not only the direct influence of envy but its indirect influence through ostracism and alignment with the negative behaviors of superiors.

Using a survey applied to 168 individuals, a conceptual model was developed based on the relationship ignored in the literature between envy and innovative behavior. The model was validated using the multivariate statistical technique of structural equation modeling with partial least squares estimation (Partial least squares structural equation modeling [PLS-SEM]).

The results of the study suggest that envy not only has a direct positive influence on alignment with negative boss behaviors and ostracism, but also an indirect influence on ostracism mediated by alignment with negative boss behaviors. Another important result of the present investigation refers to the negative effect of envy on the predisposition to innovative behavior. The results suggest that the greater the envy, the lower the innovative behavior.

This research provides evidence that envy can act as a barrier to innovation by triggering counterproductive behaviors such as ostracism and a decrease in predisposition to innovative behaviors, either due to innovative individuals prematurely exiting the organization or due to them lessening/dampening their innovativeness to avoid the negative consequences. Given this scenario, it becomes necessary to increase managerial awareness on the subject to manage negative emotions to promote the conditions for organizational innovation.

The present research contributes in both practical and theoretical ways to understanding the effects of envy on the predisposition to innovative behavior. Adding to this, this research represents a conceptual advance by linking envy to innovative behavior, providing a promising avenue for extending the psychological relevance of the envy construct to organizational and management studies, which are generally positive, normative and outcome-oriented.

The purpose of this paper is to describe and explain the manner in which HR system’s flexibility, in combination with employees’ individual flexibility (IF) and their positive character traits, such as: optimism, hope, resistance or self-efficacy (which comprise psychological capital (PsychCap)), allow to predict employees’ readiness to display innovative behaviors in the workplace.

A quantitative research methodology was adopted which resulted in the development of a both self-administered online survey instrument (n=166) and employees students in the postgraduate program at the Warsaw School of Economics (n=70). Using a national database of service companies, a random sample of 700 e-mail addresses was generated and respondents were invited to participate in the online survey. This resulted in the completion of 166 online surveys, representing a response rate of 26 percent. The second group of respondents consisted of 70 employees from different organizations in Poland.

On the basis of the analyses it was shown that HR flexibility (HRF) and IF are a generally weak predictor of innovative behaviors. However, in a situation when PsychCap is set to be a mediator, these variables allow to predict innovative work behavior.

Research on the relation of HRF to innovative behaviors has not been sufficiently clarified so far. The achieved results shed new light on the relations of these two variables and indicate that HRF does not translate directly into behaviors of the personnel. However, it should be noted that the relationship of these variables are of indirect nature.

The purpose of this study is to examine the relationship between behavior-oriented knowledge sharing and innovative behavior and the moderating effects of collectivism on the aforementioned relationship. It also assesses the impact of epistemic motivation and pro-social motivation on behavior-oriented knowledge sharing.

Focusing on Chinese context, the study conducts a questionnaire survey to test the research model. Linear regression analysis is used to examine the main effects of the independent variables, and the multi-level linear regression model is used to evaluate the moderating effects of the controlled variables.

The findings reveal that epistemic motivation stimulates individual-oriented knowledge sharing and pro-social motivation stimulates organization-oriented knowledge sharing. Organization-oriented knowledge sharing impacts more than individual-oriented knowledge sharing on innovative behavior. Moreover, collectivism is shown to positively moderate the relationship between behavior-oriented knowledge sharing and innovative behavior.

The study provides evidence that motivation should be significantly considered when sharing knowledge. Managers should prioritize the promotion of employees’ epistemic and pro-social motivation. The study also suggests that encouraging collectivism should be an important objective, as it moderates the relationship between knowledge sharing and innovative behavior positively.

The study emphasized how individual-oriented and organization-oriented knowledge sharing impacts innovative behavior differently and how collectivism moderates that relationship. It also illustrates how epistemic and pro-social motivation affects behavior-oriented knowledge sharing. The study contributes to a stream of research that links knowledge sharing and innovative behavior.

The purpose of this paper is to investigate the effect of transformational leadership on employee’s innovative work behavior, and the mediating role of motivation to learn, and the moderating role of task complexity and innovation climate on the link between transformational leadership and innovative work behavior.

A questionnaire, designed as a self-reported survey, was distributed to full-time employees and their respective supervisors working in 35 firms (services and manufacturing sectors) in Pakistan. Data were collected from 338 employee–supervisor dyads. The hypotheses were tested using structural equation modeling.

Results showed that transformational leadership had a positive impact on employees’ innovative work behavior and motivation to learn mediated transformational leadership–innovative work behavior link. The study further showed that task complexity and innovation climate moderated the relationship between transformational leadership and employees’ innovative work behavior.

Based on the premises of interactionist perspectives on individual innovation, this study integrated multi-level variables to investigate leaders’ influences on followers’ innovative work behavior. This study contributed to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ innovative work behavior as well as the impact of both individual and organizational level variables.

The close connection among transformational leadership, motivation to learn and innovative work behavior suggests that transformational leadership traits among managers are important to enhance employees’ innovative work behavior. Organizations should pay attention to creating a climate that is supportive of innovation and encourage individuals to learn new knowledge and skills, and provide employees with opportunities to use their acquired knowledge and skills.

This paper contributed to leadership and innovation literatures and provided insights into how the practitioners could use an appropriate leadership style to enhance innovative work behavior among employees. The study adopted a distinct model comprising five variables to investigate innovative work behavior from a multi-level perspective, i.e., motivation to learn and innovative work behavior at the individual level, task complexity at the unit level and innovation climate and leadership at the organizational level. This integrated model of using predictors from multiple levels supported the theoretical assumptions that innovative work behavior resulted from the interaction of individual, group and organizational level factors.

The effect of task conflict on innovative work behavior has yielded inconsistent results pointing to the need to examine the conditions under which task conflict is helpful for employees’ innovative work behavior. This study aims to develop a comprehensive model linking task conflict and innovative work behavior through constructive conflict, positive conflict value, cognitive flexibility and psychological safety.

Data were collected from 316 supervisor–subordinate dyads working in software development and high-technology companies located in Saudi Arabia. The research model was tested using partial least squares approach.

Results show that constructive conflict mediates the relationship between task conflict and innovative work behavior. Moreover, positive conflict value and cognitive flexibility mediate the effect of constructive conflict on innovative work behavior. Finally, psychological safety positively moderates the effect of positive conflict value and cognitive flexibility on innovative work behavior.

This study suggests that constructive conflict, cognitive flexibility, positive conflict value and psychological safety are important mechanisms that explain the link between task conflict and innovative work behavior.