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Open Access
Article
Publication date: 20 September 2022

Aveshan Venketsamy and Charlene Lew

The purpose of this paper is to investigate whether organizational support for innovation and informational extrinsic rewards moderate the relationship between intrinsic…

Abstract

Purpose

The purpose of this paper is to investigate whether organizational support for innovation and informational extrinsic rewards moderate the relationship between intrinsic motivation and innovative work behavior.

Design/methodology/approach

Multiple and hierarchical regression analyses based on data from 150 knowledge workers tested the hypotheses for a South African sample.

Findings

The results confirmed a positive relationship between intrinsic motivation and innovative work behavior, and found positive relationships between both organizational support for innovation and informational extrinsic rewards and innovative work behavior. While organizational support positively moderated the relationship between intrinsic motivation and innovative work behavior, acting in synergy with intrinsic motivation, informational extrinsic rewards had a negative moderating effect.

Practical implications

When organizations want to encourage knowledge workers to generate, promote and realize innovative ideas, they should create an environment that encourages autonomy, competence and relatedness, with support for creativity and differences of ideas.

Originality/value

The study provides new indications of the interactions of synergistic extrinsic rewards and intrinsic motivation to affect innovative work behavior.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 16 June 2022

Bui Nhat Vuong, Hasanuzzaman Tushar and Syed Far Abid Hossain

The purpose of this study is to explore the influence of social support (SS) on job performance (JP) through the mediating role of organizational commitment (OC) and…

Abstract

Purpose

The purpose of this study is to explore the influence of social support (SS) on job performance (JP) through the mediating role of organizational commitment (OC) and innovative work behavior (IWB) as well as the moderating role of innovative climate (IC).

Design/methodology/approach

The present research used a self-report questionnaire from a sample of 694 full-time employees in the Vietnamese small and medium-sized enterprises (SMEs) and the partial least squares structural equation modeling (PLS-SEM) to test studied hypotheses.

Findings

The findings revealed that a high level of social support at work could enhance employees’ job performance. The findings also indicated that this positive relationship was partially mediated by organizational commitment and innovative work behavior. Besides, an innovative climate strengthened the positive association between social support and innovative work behavior.

Practical implications

The result of this study provides practical implications for the contemporary human resource (HR) management practice and policy in organizations. Organizations may have an enduring HR policy to strengthen robust social support to enhance employees’ job performance at work.

Originality/value

Perhaps, the largest benefit of this research is that the research provided statistical evidence of the relational values between a system of variables to add to the limited academic literature available on the subject. While plenty of literature suggested that social support played a crucial role in organizational commitment, innovative work behavior, and job performance, the researchers failed to determine if a moderating role of innovative climate existed between social support and innovative work behavior. This study filled the gap in literature by introducing that a moderation exists of IC between SS and IWB instead of using SS and IWB as separate factors.

Details

Asia-Pacific Journal of Business Administration, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-4323

Keywords

Article
Publication date: 12 May 2022

Taiba Hussain and Yi Zhang

Drawing upon the cross-cultural adjustment (CCA) model and self-determination theory, this study investigated the influence of CCA (work, interactional, and general…

Abstract

Purpose

Drawing upon the cross-cultural adjustment (CCA) model and self-determination theory, this study investigated the influence of CCA (work, interactional, and general adjustment) and motivation (autonomous and controlled) on the innovative work behavior of self-initiated expatriates (SIEs).

Design/methodology/approach

Multi-source data were collected from 213 SIEs and their supervisors working in the United Arab Emirates to provide an understanding of the role of SIEs' CCA and motivation and their innovative work behavior.

Findings

Findings indicated that work, interactional, and general adjustment are positively related to innovative work behavior. Autonomous motivation positively predicts innovative work behavior, while controlled motivation does not. Additionally, autonomous motivation moderated the effects of work adjustment and interactional adjustment on SIEs' innovative work behavior, whereas controlled motivation moderates the effect of general adjustment on SIEs' innovative work behavior.

Originality/value

SIEs are regarded as talents that have the skills and valuable knowledge gained from their international experience and can be utilized in organizations to perform innovative work behaviors. However, SIEs face adjustment challenges that may hinder their ability to be innovative. Despite their potential as innovation drivers in organizations, there are few studies on the factors that affect SIEs' innovative behavior. This study contributes to the literature by examining the effects of adjustment and motivation on SIEs' innovative work behavior.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

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…

1087

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 employees’ innovative 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

Keywords

Article
Publication date: 13 January 2022

Tuğba Erhan, Hasan Huseyin Uzunbacak and Erhan Aydin

The leadership shift from conventional to digital comes from the compulsory digitalization of the workplace because the technological progress provides the opportunity of…

1602

Abstract

Purpose

The leadership shift from conventional to digital comes from the compulsory digitalization of the workplace because the technological progress provides the opportunity of doing work remotely, and this is a great advantage of reducing costs that stem from the offline workplace. Thus, this research aims at demonstrating the relationship between digitalization of leadership and innovative work behavior.

Design/methodology/approach

Data were collected from 320 Turkish department managers in the Textile Industry through digital leadership and innovate work behavior scales. The hypotheses were tested using path analysis. The analyses were conducted by using SPSS and AMOS package programs.

Findings

The results show that the employees’ perceptions of digital leadership have a positive and significant effect on all dimensions of an employee innovative work behavior. Also, the leaders with high digital skills were perceived positively by the employees and the employees tend to adapt innovative behaviors when they have the digitally skilled leaders.

Originality/value

This study contributes to leadership research by providing evidence for the role of leadership shift in innovative work behavior. Extending the verification of leadership shift in innovative work behavior that can be adopted in Turkey has also been considered.

Details

Management Research Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 8 June 2021

Marium Arslan Zuberi and Arif Khattak

It has been established that innovation is determined by leadership and personality characteristics. Further inquiry in this line of research is encouraged. Accordingly…

Abstract

Purpose

It has been established that innovation is determined by leadership and personality characteristics. Further inquiry in this line of research is encouraged. Accordingly, the authors propose inter-correlations between personality, leadership, innovation and job design characteristics. The purpose of this paper is to understand how proactive personality and leader member exchange can derive innovative work behavior, in employees of telecommunication industry, by increasing task feedback and task significance.

Design/methodology/approach

A deductive approach was used to propose hypotheses. Objective data were collected through a cross sectional survey of 292 samples from three large multinational telecommunication companies located in Islamabad (Pakistan). The survey instrument was a 25-item questionnaire adopted from previously developed and well-validated scales used by prior researches. The survey yielded findings in support of proposed hypotheses of the study.

Findings

Hierarchical regression analysis yielded findings, which suggested that proactive personality and leader member exchange (LMX) both have a strong positive relationship with innovative work behavior (IWB). Furthermore, task significance and task feedback were found to moderate the aforementioned relationships such that strong leader member exchange and proactive personalities resulted in increased innovative work behavior at higher levels of task feedback and task significance.

Practical implications

The managers can raise their innovation enhancing strategies one step higher by integrating it with enhanced task feedback and significance. This can be done while working on the relationship of their employees with the leaders/managers and by encouraging proactive personalities at work. Infusing the proposed integrated and holistic framework, of innovative behavior, into their organizations will lead to better retention of key employees, higher job satisfaction and increased loyalty.

Originality/value

This paper adds significance to the extant literature by examining proactive personality and LMX as determinants of innovative work behavior and the moderating impact of job design characteristics in the context of telecommunication companies, particularly from developing countries, such as Pakistan. To the authors’ knowledge, this is the first study that has tested the interplay between a relational concept of leadership (LMX), proactive personality, task significance and task feedback and the outcome variable innovative work behavior.

Details

International Journal of Innovation Science, vol. 13 no. 5
Type: Research Article
ISSN: 1757-2223

Keywords

Article
Publication date: 18 May 2021

Basheer M. Al-Ghazali and Bilal Afsar

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…

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

International Journal of Conflict Management, vol. 32 no. 4
Type: Research Article
ISSN: 1044-4068

Keywords

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.

2102

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. 25 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 10 August 2015

Agnieszka Wojtczuk-Turek and Dariusz Turek

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…

3589

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

European Journal of Innovation Management, vol. 18 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 17 August 2020

Jie Yang, Mingchao Chang, Jian Li, Lulu Zhou, Feng Tian and JiangJiang Zhang

Based on the social information processing theory, the purpose of this study is to propose a conceptualized moderated mediation model for testing the linkage between…

Abstract

Purpose

Based on the social information processing theory, the purpose of this study is to propose a conceptualized moderated mediation model for testing the linkage between leader narcissism and employees’ innovative behavior through the mediating effect of employees’ cognitive dependency and the moderating effect of environmental uncertainty between employees’ cognitive dependency and their innovative behavior.

Design/methodology/approach

In this study, multisource data from 266 employees and their supervisors in 11 large high-tech Chinese companies were collected through a field study and an online survey. The hypotheses were tested using structural equation modeling and bootstrapping.

Findings

The results of this study show that leader narcissism has a negative impact on employees’ innovative behavior and that employees’ cognitive dependency plays a mediating role between leader narcissism and employees’ innovative behavior. Cognitive dependency and environmental uncertainty play moderated mediation roles between leader narcissism and employees’ innovative behavior.

Research limitations/implications

In the future, longitudinal research and experimental methods can be used to avoid common method bias. Further studies could allow leaders to evaluate environmental uncertainty and explore the emotional path by which leader narcissism has negative effects on followers’ innovation from social information processing theory. In addition, future studies can explore cognitive dependency more deeply from the perspectives of forced obedience and active worship.

Practical implications

Organizations should warn leaders to control the dark side of narcissism and minimize environmental uncertainty to reduce barriers to innovation.

Originality/value

This study constructs the path of the effect of leader narcissism on employees’ innovation through employees’ cognitive dependency in a specific context, which enriches theoretical research on the link between leaders’ traits and employees’ innovative behavior. Along with the finding of leader narcissism’s negative effect on employees’ innovative behavior, this study explores the dark side of leader narcissism in the context of China’s high-tech firms and environmental uncertainty.

Details

Chinese Management Studies, vol. 15 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

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