Search results
11 – 20 of over 71000Santoshi Sengupta, Badri Bajaj, Aishwarya Singh, Swati Sharma, Parth Patel and Verma Prikshat
The purpose of the study was to find out the effect of authentic leadership on innovative work behavior among employees in the context of Indian startups that have gone global in…
Abstract
Purpose
The purpose of the study was to find out the effect of authentic leadership on innovative work behavior among employees in the context of Indian startups that have gone global in the past one decade. The study also aimed to investigate the mediating effect of one organizational-level variable, i.e. organizational climate and one individual-level variable, i.e. readiness for change on the direct relationship between authentic leadership and innovative work behavior.
Design/methodology/approach
The study used survey method with a sample of 261 employees working in Indian startups that have gone global in the past one decade. Authentic leadership, organizational climate, readiness for change and innovative work behavior were measured using standardized questionnaires.
Findings
Structural equation modeling revealed that authentic leadership had significant direct effect on innovative work behavior and this effect was mediated by readiness for change. However, organizational climate had no significant effect.
Practical implications
The findings of the study have important implications for startups that employ millennials as employees and have plans to go global. Millennials have very different characteristics in the workplace and they regard authenticity in the leader very highly. Since they are assertive and they question everything, it becomes imperative for founder-leaders to exhibit authenticity in their actions, words and thoughts.
Originality/value
This is the first study in the context of Indian startups that have gone global by taking important variables of authentic leadership, readiness for change and innovative work behavior.
Details
Keywords
Constantin Bratianu, Dan Florin Stănescu and Rares Mocanu
The purpose of the present research is to introduce a combined framework that integrates innovative work behavior, product innovation process and customer knowledge management;…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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).
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
Details
Keywords
Jiayi Song, Hao Jiao and Canhao Wang
Innovative behavior is a microfoundation of an organization’s innovation. Knowledge workers are the main creators of innovations. With the boundaries between work and family…
Abstract
Purpose
Innovative behavior is a microfoundation of an organization’s innovation. Knowledge workers are the main creators of innovations. With the boundaries between work and family becoming increasingly ambiguous, the purpose of this study is to explore how the work–family conflict affects knowledge workers’ innovative behavior and when such a conflict arises.
Design/methodology/approach
To test the theoretical model, this study collected data from a time-lagged matched sample of 214 dual-career couples. The data were analyzed with the bias-corrected bootstrapping method.
Findings
The results of this study showed that work-to-family conflict had not only a direct negative effect on knowledge workers’ innovative behavior but also an indirect effect through spouses’ within-family emotional exhaustion and knowledge workers’ family-to-work conflict. If wives’ gender role perceptions are traditional, then the indirect serial mediating effect is weakened, but if such perceptions are egalitarian, then the mentioned effect is aggravated.
Practical implications
In terms of organizational implications, managers could alter their approach by reducing detrimental factors such as work–family conflict to improve knowledge workers’ innovative behavior. Emotional assistance programs for both knowledge workers and their spouses can be used to prevent the detrimental effect of work–family conflict on innovative behavior. As to social implications, placing dual-career couples into a community of likeminded individuals and promoting their agreement on gender role identity will greatly reduce the negative effects of work–family conflict.
Originality/value
Starting from the perspective of the behavior outcome of knowledge management, this study advances the existing knowledge management literature by enriching the antecedents of knowledge workers’ innovative behavior, illuminating a spillover–crossover–spillover effect of work–family conflict on knowledge workers’ innovative behavior and identifying the boundary condition of this transmission process.
Details
Keywords
Jinmeng Yu, Jinlan Liu, Sheng Lin and Xianglan Chi
This study aims to explore the boundary conditions of the relationship between challenge-hindrance stressors and innovative work behavior via task crafting and psychological…
Abstract
Purpose
This study aims to explore the boundary conditions of the relationship between challenge-hindrance stressors and innovative work behavior via task crafting and psychological detachment.
Design/methodology/approach
The data were collected from 238 questionnaires in five technology R&D enterprises in Tianjin, China. The paper utilized structural equation modeling and cross-sectional design to test hypotheses by AMOS and examined the mediating and moderating effects using the bootstrapping method by SPSS.
Findings
Challenge stressors indirectly improved innovative work behavior via task crafting, while hindrance stressors did not affect task crafting or innovative work behavior. Psychological detachment moderated the relationship between challenge stressors and innovative work behavior. When psychological detachment was high, innovative work behavior did not change regardless of challenge stressors. When psychological detachment was low, innovative work behavior increased with the increase of challenge stressors.
Originality/value
The study explains the link mechanism between stressors and innovative work behavior. It enriches the research on psychological detachment as a moderator and provides a new frame for enterprises to develop employees' innovation.
Details
Keywords
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
Keywords
Terje Slåtten, Göran Svensson and Sander Sværi
The purpose of this paper is to describe and explain the relationships between empowering leadership and a humorous work climate; and service employees' creativity and innovative…
Abstract
Purpose
The purpose of this paper is to describe and explain the relationships between empowering leadership and a humorous work climate; and service employees' creativity and innovative behaviour in frontline service jobs.
Design/methodology/approach
A model of causal relationships is presented, along with formulated hypotheses. The data were collected with a survey answered by frontline service employees in hotels.
Findings
The findings indicate a strong relationship between frontline cognitive creativity production of novel ideas and the behavioural implementation of these ideas into their respective work role. Moreover, the empirical findings indicate that both empowering leadership and a humorous work climate are able to trigger frontline service employees' creativity. In addition service employees' creativity appears to be a mediating variable in the relationship between empowering leadership, a humorous work climate, and the service employees' innovative behaviour.
Research limitations/implications
This study limits its focus on two factors: the stimulation of service employees' creativity and innovative behaviour in frontline service jobs, both of which offer opportunities for further research.
Practical implications
This study has indicated that both leadership practice and work climate play important roles in explaining service employees' creativity and innovative behaviour. In particular, managers should be aware of their empowering practices, as well focusing on the degree of a humorous work climate. An important practical managerial implication from the findings is to take humour into account and consequently to develop and implement strategies followed by necessary actions to manage humour in an appropriate manner in service organizations.
Originality/value
The reported study contributes to enhancing the knowledge of the roles of empowering leadership and a humorous work climate for service employees' creativity and innovative behaviour in frontline service jobs.
Details
Keywords
Guangning Zhang and Yingmei Wang
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…
Abstract
Purpose
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.
Design/methodology/approach
This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses.
Findings
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.
Originality/value
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.
Details
Keywords
Nasib Dar, Saima Ahmad and Wali Rahman
This paper aims to examine the influence of perceived overqualification on innovative behaviour in the workplace. By integrating self-efficacy and human capital theories, this…
Abstract
Purpose
This paper aims to examine the influence of perceived overqualification on innovative behaviour in the workplace. By integrating self-efficacy and human capital theories, this study proposes that perceived overqualification improves innovative behaviour directly and indirectly by boosting employee creative self-confidence. It further investigates the boundary conditions imposed by perceived psychological safety in this process.
Design/methodology/approach
The research utilises a quantitative research methodology through a two-wave survey of 335 employees and their 135 leaders. Moderated and mediated regression analyses were used to analyse the research data.
Findings
The results revealed that perceived overqualification promotes innovative behaviour at work directly and indirectly through its positive influence on creative self-confidence. The mediating effect of creative self-confidence in the relationship between perceived overqualification and innovative behaviour is moderated by perceived psychological safety at work, such that the relationship is stronger in a higher perceived psychological safety condition compared to when it is low.
Research limitations/implications
This study has theoretical and practical implications for personnel management. From a theoretical perspective, it integrates human capital and self-efficacy theories to explain a mechanism through which perceived overqualification will lead to innovative behaviour in the workplace. From a managerial perspective, it mitigates the stigma associated with an overqualified workforce by suggesting that perceived overqualification can be a source of innovation at work.
Originality/value
This is the first study that examines the creative self-confidence-based mechanism in the relationship between perceived overqualification and innovative behaviour at work. It also explores the moderating role of psychological safety in this relationship.
Details
Keywords
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
Keywords
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…
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.
Details