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The purpose of this study aims to understand if there are any differences in the influence of aesthetic experience and creative self-efficacy on innovative behaviors of Thai students and Chinese international students and whether creative self-efficacy has a mediating effect between aesthetic experience and innovative behavior.

Three Thai universities with Chinese international students were selected through purposive sampling. There were 329 valid responses, consisting of responses from 170 Thai students and 159 Chinese students. The data were analyzed by employing multigroup structural equation modeling.

The analysis of the differences between the students of the two countries shows that the influence of aesthetic experience on creative self-efficacy, as well as the creative self-efficacy on innovative behavior of Chinese international students, is greater than that of Thai students, while the influence of aesthetic experience on innovative behavior of Thai students is greater than that of Chinese international students.

There are some differences between Thai and Chinese students, which could be attributed to their differing environments, cultures and prior learning experiences.

Service innovative behavior from employees helps hospitality organizations gain a competitive advantage and sustain business flourishment. Although group diversity has been demonstrated as a predictor of employee outcomes, whether group diversity in terms of extraversion and openness enhances employee service innovative behavior remains a gap. This study aims to fill this gap by developing a multilevel model of the direct relationship between group diversity in terms of extraversion and openness and employee service innovative behavior and also the mediations and moderations behind the relationship.

The authors collectd data from 44 Chinese hospitality teams. The research model was validated by multilevel structural equation modeling.

Results showed that both group extraversion diversity and group openness diversity fostered employee service innovative behavior via creative self-efficacy. Developmental culture strengthened the effectiveness of group openness diversity on creative self-efficacy and the effectiveness of creative self-efficacy on employee service innovative behavior. Nevertheless, developmental culture did not strengthen the effectiveness of group extraversion diversity on creative self-efficacy.

Findings suggest that managers and team leaders from hospitality organizations can elicit employee service innovative behavior through increasing group diversity in terms of extraversion and openness. Hospitality practitioners also should understand that employees’ confidence for creativity is able to channel group diversity into employee service innovative endeavors. Moreover, building developmental culture is essential for hospitality teams to strengthen the effect of group diversity on innovating services.

This study expands the diversity-innovation research through unfolding both the mediations and the moderations behind the link between group diversity in terms of extraversion and openness and employee service innovative behavior.

This study aims to explore the influence mechanism of inclusive leadership on employees' innovative behavior, in order to provide useful inspiration for leaders and enterprises to develop.

This study constructs a moderated mediation model based on the valid questionnaire data of 211 employees in service in enterprises and used SPSS23.0 and AMOS24.0 analysis software to analyze the data and test the theoretical hypotheses, and explore the influence mechanism of inclusive leadership on employees' innovative behavior.

The empirical findings show that inclusive leadership has a significant positive impact on employees' innovative behavior; organizational harmony plays a mediating role in the relationship between inclusive leadership and employees' innovative behavior; and innovation self-efficacy plays a positive moderating role between organizational harmony and employees' innovative behavior. Therefore, inclusive leadership can create a harmonious organizational climate and further improve employees' innovative behavior under the influence of employees' creative self-efficacy, which can promote innovative behavior and sustainable development of enterprises.

The authors put two variables, organizational harmony and employees' innovation self-efficacy, into the same model for correlation tests for the first time, and introduced into the mechanism of inclusive leadership's influence on employees' innovation behavior, which broadened people's understanding of organizational harmony and innovation self-efficacy and broadened the ideas for the subsequent research about the relationship between them.

This study investigates the direct influence of ambidextrous leadership on employees’ innovation behaviour, the mediating role of innovative self-efficacy and harmonious work passion, and the moderating role of Zhong-Yong thinking.

The authors conducted a series of questionnaire surveys to collect data in three time periods and from multiple sources; 332 supervisor–subordinate matched samples were obtained. The hypothesised relationships were tested using structural equation modelling and ProClin.

Ambidextrous leadership is positively associated with employees’ innovation behaviour, while innovative self-efficacy and harmonious work passion play mediating roles. The analysis further confirms that innovative self-efficacy and harmonious work passion play a chained double-mediating role between ambidextrous leadership and employees’ innovation behaviour, while Zhong-Yong thinking plays moderating roles between ambidextrous leadership and innovative self-efficacy and between ambidextrous leadership and harmonious work passion.

This study demonstrates the influence of ambidextrous leadership on employees’ innovation behaviour, specifically the role of ambidextrous leadership, and extends the relationship’s theoretical foundation. It is also expected to provide inspiration and serve as a reference for local Chinese management.

With the rise of customer engagement in online products and services innovation, enterprises are seeking effective referral reward program (RRP) to encourage customers’ follow-up electronic-referral (e-referral) behaviors. Therefore, how to stimulate more customers to participate in the RRP is very important to enterprises. However, little empirical work has systemically investigated the impact of RRP on customers’ follow-up e-referral, as well as the moderating effects of customers’ characteristics. To fill those research gaps, the purpose of this paper is to explore the effects of RRP (particularly, reward amount and reward type) on customers’ follow-up e-referral, and the role of creative self-efficacy.

Based on the self-perception theory and the context of online customer innovation, this paper establishes a theoretical model and uses an experiment with 160 participants to test the hypotheses on the role of reward (amount and type) and the moderating effect of creative self-efficacy.

The results of the experiment suggest that both reward amount and reward type in RRP positively impact customers’ follow-up e-referral. Furthermore, customers’ creative self-efficacy moderates the relationship between rewards and customers’ follow-up e-referral. Customers with low creative self-efficacy, reward amount significantly stimulate their follow-up e-referral, but such effect is insignificant when customers’ creative self-efficacy is high. In terms of reward type, gift reward has more positive effect on customers’ follow-up e-referral when they have high (rather than low) creative self-efficacy, but cash reward has more positive effect on those with low (rather than high) creative self-efficacy.

First, based on the self-perception theory, the study clarifies the inconsistent relationship between reward and customers’ e-referral and contributes to related research. Second, the study broadens the existing research perspective by introducing creative self-efficacy, which shows interesting and powerful moderating effect but has been ignored in previous studies. Third, the study provides valuable advice on how enterprises design an effective RRP to enhance customers’ follow-up e-referral.

This paper aims to identify factors that could be related to creative self-efficacy. Specifically, this article examines three different levels of factors as determinants to creative self-efficacy: leader-related, self-related and job-related. After careful consideration, this study selected one determinant to represent each of the three factors. Transformational leadership represented the leader-related factors, learning orientation represented the self-related factors and autonomy represented the job-related factors of creative self-efficacy. This article also aims to examine the effect of creative self-efficacy on what is called innovative activities.

Drawing from theory the study presents a conceptual model of the aforementioned relationships. The data collection is based on a survey with a sample of employees in hospitality organizations.

The findings reveal that the job-related factors (autonomy) were the most influential determinants to creative self-efficacy, followed by the self-related factors (learning orientation) and finally leader-related factors (transformational leadership). Furthermore, creative self-efficacy has a positive effect on innovative activities. Creative self-efficacy was found to have a mediating role between the three determinant variables and the effect variable.

This study is limited to a selection of three different factors as determinants to creative self-efficacy and only one effect variable. Future research should focus on other variables that may be related to creative self-efficacy. This article suggests three main areas related to creative self-efficacy that future research should specifically focus on.

This study stresses the importance for managers to understand that creative self-efficacy is an important motivational factor for behavioural outcomes such as innovative activities. Moreover, it stresses the need for managers to give employees the necessary freedom to act on the basis of self-determination in their job role. Simultaneously, it points to the importance of building a climate and culture that triggers an individual learning orientation, increasing the creative capital in hospitality organizations. In general, this study demonstrates that creative self-efficacy may be a key personal attribute in the workplace where innovation is essential and an important aspect of firm's competitive advantage.

Creative self-efficacy is a relatively new concept. This study contributes to the understanding of this phenomenon.

The purpose of this study is to investigate the comparative effect of transformational and servant leadership and to determine incremental variance that servant leadership can explain in employee innovative behaviour above and beyond transformational leadership. This research also examines the competing mechanisms by which transformational and servant leadership influence innovative behaviour.

The data were gathered from 338 employees working in information technology firms of Pakistan and the proposed relationships were tested through partial least squares technique using SmartPLS software.

The results reveal that servant leadership not only exerts stronger influence on innovative behaviour, but also explains an incremental variance in innovative behaviour above and beyond transformational leadership. The findings further indicate that the impact of transformational leadership on innovative behaviour is better transmitted by affective commitment. On the contrary, the impact of servant leadership is better translated through creative self-efficacy.

This research unravels the role of transformational and servant leadership in fostering innovative behaviour in knowledge-intensive organizations. Findings of this investigation also suggest that by following a two-pronged leadership strategy, managers can augment innovative behaviour by enhancing employees' creative self-efficacy and affective commitment.

This research provides initial empirical evidence regarding the incremental variance that servant leadership can explain in innovative behaviour above and beyond transformational leadership. Moreover, this research adds to leadership and innovation literature by unravelling the comparative effects of these two forms of leadership on innovative behaviour through theory-driven competing mechanisms.

This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior.

This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses.

The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior.

This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

The purpose of this study is to investigate the mechanism of shared leadership on team members’ innovative behavior.

Paired questionnaires were collected from 89 scientific research teams in the Beijing-Tianjin-Hebei region of China at two-time points with a time lag of 4 months. Then multilevel structural equation model method was applied to analyze the multiple mediating effects.

This study finds that: the form of shared leadership in scientific research teams of universities; shared leadership has a positive impact on team members’ innovative behavior; there are multiple mediations in the relationship including synchronization and sequence of creative self-efficacy and achievement motivation.

According to the “stimulus-organism-response” model, this paper has constructed a multi-level theoretical model that shared leadership influences individual innovation behavior and reveals the “black box” from the perspective of psychological mechanism. It not only verifies that “can-do” shapes “willing to do” but also makes up for the gap of an empirical test of the effectiveness of shared leadership in scientific research teams of universities. Besides, the formal scale of shared leadership in the Chinese situation is revised, which can provide a reference for future empirical research on shared leadership. The research conclusions provide new ideas for improving the management of scientific research teams in universities.

The purpose of this paper is to explore the influence of an emerging and idealized leadership style in hospitality research such as servant leadership on employees’ innovative work behavior (IWB) via creative self-efficacy. This study also aims to investigate the moderating role of knowledge sharing between creative self-efficacy and IWB.

Data were collected from employees working in four- and five-star hotels in Pakistan. Partial least square-structural equation modeling via Smart PLS was used for data analysis.

Findings of the study reported the significant mediating effect of creative self-efficacy beliefs between servant leadership and IWB. Furthermore, the relationship between creative self-efficacy and IWB was strengthened to the extent that knowledge sharing among employees in the hotel firms was high.

Practitioners looking to enhance creative self-efficacy and IWB can do so by developing the servant leadership qualities of managers.

This paper contributes to the literature by showing creative self-efficacy as a crucial mediating mechanism through which servant leadership enhances employees’ IWB in the hospitality industry. Moreover, the findings add understanding in the body of knowledge that knowledge sharing among members in hospitality firms play boundary condition in the creative self-efficacy-IWB linkage.