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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 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. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-6119

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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. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-2223

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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

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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

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Article
Publication date: 13 November 2020

He Ding, Xinqi Lin and Weilin Su

This study aims to investigate the mediating role of positive affect and the moderating role of deficit correction in the relationship between employee strengths use and…

Abstract

Purpose

This study aims to investigate the mediating role of positive affect and the moderating role of deficit correction in the relationship between employee strengths use and innovative behavior.

Design/methodology/approach

This study adopted a three-wave research design to gather data. A convenience sample of 189 employees working in diverse organizations in China was applied to examine the hypotheses.

Findings

The results indicated that employee strengths use was positively related to innovative behavior, and positive affect mediated the relationship between employee strengths use and innovative behavior. In addition, deficit correction enhanced the direct relationship of employee strengths use with positive affect and the indirect relationship of employee strengths use with innovative behavior through positive affect.

Originality/value

The current study contributes to the existing literature on employee strengths use-innovative behavior relationships by revealing positive affect as a mediator and deficit correction as a moderator between employee strengths use and innovative behavior.

Details

Chinese Management Studies, vol. 15 no. 2
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 8 December 2020

Shaker Bani-Melhem, Mohd Ahmad Al-Hawari and Samina Quratulain

This research primarily aims to study the role of leader-member exchange (LMX) in frontline employees' (FLEs) innovative behaviors, whereby a mediating effect of employee…

Abstract

Purpose

This research primarily aims to study the role of leader-member exchange (LMX) in frontline employees' (FLEs) innovative behaviors, whereby a mediating effect of employee happiness is proposed in this relationship. The moderating effect of service climate is also examined on the indirect effect of LMX on innovative behaviors through happiness.

Design/methodology/approach

The study used a sample of 303 FLEs working in various service organizations in the United Arab Emirates (UAE). Structural equation modeling was used to test the proposed model.

Findings

The findings show that LMX has a positive and significant effect on FLEs' innovative behaviors and that employee happiness is an intervening variable. Service climate moderates the indirect effect of LMX on FLEs' innovative behaviors through happiness, and the effect is stronger in a low (unsupported) service climate.

Practical implications

The findings of this research provide prescriptive insights into the critical role of supervisory behavior in FLEs' innovative service behaviors and how positive emotions contribute to employees' willingness to innovate. Thus, these findings make a unique contribution to research in service management.

Originality/value

Studies examining how and when LMX can affect FLEs' innovative behaviors are limited. These findings offer new insights into the relative importance of supervisor and organizational support (service climate) in FLEs' innovative behaviors. The interaction effect of LMX and service climate has not been previously examined along with positive employee affect (happiness) and innovative behaviors.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 18 December 2020

Huan Xiao, Zhenduo Zhang and Li Zhang

The purpose of this paper is to explore the relationship between temporal leadership and employees' innovative behavior while considering the competitive mediators of…

Abstract

Purpose

The purpose of this paper is to explore the relationship between temporal leadership and employees' innovative behavior while considering the competitive mediators of harmonious and obsessive passions in work situations, along with the moderating role of synchrony preference.

Design/methodology/approach

Insights from the literature and affective events theory (AET) underpin the hypotheses on whether and how temporal leadership would affect employees' innovative behavior. A total of 365 responses were received, and 336 questionnaires were considered for the analysis. This paper examined the whole model through a path analysis using Mplus 7.4.

Findings

The results indicated the significant effect of temporal leadership on innovative behavior through harmonious passion which is moderated by synchrony preference, such that the positive effects are stronger when employee's synchrony preference is higher.

Originality/value

This paper contributes to the emerging literature on temporal management by examining the path of temporal leadership→ job passion→ innovative behavior to deepen knowledge of how temporal leadership may impact employees' innovative behavior. This paper also proposed a collaborative model related to temporal leadership and the synchronization of employees, providing a powerful explanation for the boundary conditions of temporal leadership.

Details

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

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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

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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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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: 11 June 2020

Samina Quratulain, Moh'D Ahmad Al-Hawari and Shaker Bani-Melhem

The purpose of this research is to examine the indirect effect of perceived organizational customer orientation on frontline employees' (FLE) innovative behaviors (via…

Abstract

Purpose

The purpose of this research is to examine the indirect effect of perceived organizational customer orientation on frontline employees' (FLE) innovative behaviors (via perceived empowerment) as well as the contextual factor of supervisory fairness, which affects the strength of the indirect effect. Drawing on social exchange theory, the authors propose that FLEs' perceived organizational customer orientation positively affects their empowerment and indirectly affects innovative behaviors, and that effect is stronger in a high supervisory fairness condition.

Design/methodology/approach

Structural equation modeling of the data collected through a time-lagged survey of 184 employee–supervisor dyads provides support for the hypotheses. From the practitioners' perspective, this study highlights the mechanism through which perceived organizational customer orientation can affect the display of FLEs' innovative behaviors as well as the conditions that strengthen this process.

Findings

Perceived organizational customer orientation was positively related to employees' perceived empowerment. Empowerment was positively associated with supervisor-reported innovative behaviors. The indirect effect of perceived organizational customer orientation through employee empowerment on supervisor-reported innovative behaviors was also confirmed. Supervisory fairness significantly moderated the perceived organizational customer orientation and employee empowerment relationship. Finally, the indirect effect of customer orientation on supervisor-reported innovative behaviors through empowerment was significant for both high supervisory fairness and low supervisory fairness; however, the effect was stronger in a high fairness condition.

Practical implications

Service managers can benefit from these findings by improving the work environment characteristics.

Originality/value

This study makes an important contribution to existing research on perceived organizational customer orientation and FLEs' innovative behaviors as extant research has only examined the direct unmediated effect of customer orientation on innovative behaviors. Moreover, the authors’ moderated mediation model presents a new insight into how perceived organizational customer orientation influences FLEs' innovative behaviors and when this effect is more pronounced.

Details

European Journal of Innovation Management, vol. 24 no. 2
Type: Research Article
ISSN: 1460-1060

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