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Article
Publication date: 6 July 2021

Rehema Namono, Ambrose Kemboi and Joel Chepkwony

Despite the current dynamism in the education sector that was manifested in new approaches to work that require innovative workforce, little empirical studies have been conducted…

Abstract

Purpose

Despite the current dynamism in the education sector that was manifested in new approaches to work that require innovative workforce, little empirical studies have been conducted on how to influence innovativeness in higher education institutions. Moreover, though studies have established a link between hope and innovative work behaviour, no study has established how hope and its two components of agency and pathways influence innovative work behaviour. The purpose of this study is to establish the influence of hope and its two components of agency and pathways on innovative work behaviour.

Design/methodology/approach

A quantitative cross-sectional research design was adopted in this study. The study employed hierarchical regression to test the hypothesised relationship between hope and its components of agency and pathways on innovative work behaviour using a sample drawn from public universities in Uganda in the two categories of academic and administrative staff.

Findings

The findings reveal that pathways and agency influence innovative work behaviour. The Findings also revealed that hope significantly influences innovative work behaviour over and above its individual components of agency and pathways.

Research limitations/implications

The study was cross-sectional in nature and the findings may not portray a true picture of the relationship between the study variables over time as behaviour is ever changing. Further studies could carry out a longitudinal study to establish the effect established in this study at different time intervals. The results provide a more complex understanding of how hope and its two components of agency and pathways enhance innovative work behaviour.

Practical implications

The findings of the study provide insightful direction to managers in public universities in Uganda to consider different avenues of increasing employee hope so as to enhance innovative work behaviour. This can be done through targeted interventions like involving employees in goal setting and setting alternative means to achieve goals.

Originality/value

The value of this study is both empirical and theoretical. Empirically, this study is the first to establish the influence of hope and its two components of agency and pathways on innovative work behaviour in Uganda’s university setting. Theoretically, the study extends veracity of the conservation of resources theory (COR) by clarifying those employees who possess the psychological characteristics of hope exhibit innovative work behaviour. The study also extends on the theory of hope by revealing that agency and pathways influence innovative work behaviour.

Details

World Journal of Entrepreneurship, Management and Sustainable Development, vol. 17 no. 4
Type: Research Article
ISSN: 2042-5961

Keywords

Article
Publication date: 13 May 2019

Bilal Afsar, Mariam Masood and Waheed Ali Umrani

The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores…

6144

Abstract

Purpose

The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores the moderating effect of knowledge sharing behavior in the relationship between transformational leadership and innovative work behavior.

Design/methodology/approach

A quantitative and cross-sectional approach was used to collect data. Data were collected from 325 subordinates and 126 supervisors working in the hotel industry. Subordinates were asked to rate transformational leadership style of their respective supervisors and their own job crafting and knowledge sharing behaviors. Supervisors were asked to rate innovative work behavior of their respective subordinates.

Findings

The results showed that job crafting behaviors (increasing structural job resources, increasing social resources and increasing job challenges) mediated the effect of transformational leadership on an employee’s innovative work behavior. Moreover, knowledge sharing moderated the relationship between transformational leadership and innovative work behavior.

Practical implications

Organizations may reap the benefits of an innovative workforce by selecting, nurturing and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment.

Originality/value

This is the first study to test the mediating effect of job crafting behaviors on the relationship between transformational leadership and innovative work behavior.

Article
Publication date: 2 May 2017

Shreya Garg and Rajib Dhar

The purpose of this paper is to extend the under-researched work on service innovation by examining employee service innovative behavior in the Indian banking industry. In doing…

4742

Abstract

Purpose

The purpose of this paper is to extend the under-researched work on service innovation by examining employee service innovative behavior in the Indian banking industry. In doing so, this study addresses the call for carrying out context-based research to advance service innovation literature.

Design/methodology/approach

Using convenience sampling and self-administered survey methods, data were obtained from professionals employed in Indian public sector banks (n=294).

Findings

Findings reveal that leader-member exchange (LMX) shares a positive relationship with employee service innovative behavior via work engagement. Results also indicate that job autonomy as moderator strengthened the relationship between LMX and employee service innovative behavior mediated by work engagement.

Practical implications

This study recommends that higher levels of LMX quality should be combined with enhanced levels of job autonomy for significantly influencing employee service innovative behavior.

Originality/value

Even though previous studies on service innovation have produced a significant piece of work, this study is among the first to propose and analyze a comprehensive and theoretically grounded structure of LMX, work engagement, job autonomy and employee service innovative behavior by incorporating social exchange and job characteristics theories.

Details

International Journal of Manpower, vol. 38 no. 2
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 18 May 2018

Shu-pei Tsai

Enhancing the innovative behaviour of knowledge workers is a main task in knowledge management. The pay-for-performance policy is one of the management practices for innovative

2107

Abstract

Purpose

Enhancing the innovative behaviour of knowledge workers is a main task in knowledge management. The pay-for-performance policy is one of the management practices for innovative behaviour enhancement and has been gaining popularity in the knowledge-intensive context. However, it is still uncertain whether such practice really enhances the innovative behaviour of knowledge workers. To address this issue, this paper aims to propose and verify a conceptual framework incorporating kernel notions of social exchange, psychological empowerment and work engagement rooted in the social cognition paradigm.

Design/methodology/approach

The current study conducts a survey on 608 knowledge workers and their supervisors, validating the model structure and causal path pattern of the proposed framework. The causality is delineated from social exchange attributes of financial incentive, psychological empowerment and work engagement to innovative behaviour of knowledge workers.

Findings

Perceived organisational support and perceived pay equity are primary antecedents of symbolic incentive meaning reflected in the financial incentive of the pay-for-performance policy. Symbolic incentive meaning comprising dimensions of relative position, control and personal importance relates positively to innovative behaviour of knowledge workers. Psychological empowerment and work engagement are partial mediators of the positive relationship.

Originality/value

The current study explicates why and how social exchange attributes of the financial incentive provided by the pay-for-performance policy may enhance innovative behaviour of knowledge workers. Implications are supplied to knowledge management scholars and practitioners to optimise the pay-for-performance policy for innovative behaviour enhancement.

Details

Journal of Knowledge Management, vol. 22 no. 8
Type: Research Article
ISSN: 1367-3270

Keywords

Open Access
Article
Publication date: 3 June 2020

Matej Grošelj, Matej Černe, Sandra Penger and Barbara Grah

The purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well…

19351

Abstract

Purpose

The purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.

Design/methodology/approach

We have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.

Findings

The research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.

Originality/value

This paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

Details

European Journal of Innovation Management, vol. 24 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

Open Access
Article
Publication date: 6 May 2020

Barbara Rebecca Mutonyi, Terje Slåtten and Gudbrand Lien

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…

12673

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Originality/value

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.

Details

International Journal of Public Leadership, vol. 16 no. 2
Type: Research Article
ISSN: 2056-4929

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 innovative

1858

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. 15 no. 5
Type: Research Article
ISSN: 1757-4323

Keywords

Content available
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 doing…

10180

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. 45 no. 11
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 19 February 2018

Jol M.M. Stoffers and Béatrice I.J.M. Van der Heijden

This study aims to empirically validate an innovative work behaviour-enhancing model of employability in small- and medium-sized enterprises (SMEs), and to examine possible…

1417

Abstract

Purpose

This study aims to empirically validate an innovative work behaviour-enhancing model of employability in small- and medium-sized enterprises (SMEs), and to examine possible moderating effects of age.

Design/methodology/approach

Data have been collected from 487 pairs of employees and their immediate supervisors who worked in 151 SMEs. Structural equation modelling (SEM) has been used to investigate the predictive validity of employability on innovative work behaviour using a multi-source approach. The moderating effect of employee age on the relationship between, on the one hand, self-ratings and supervisor ratings of employability, and, on the other hand, innovative work behaviour has been tested using multi-group SEM.

Findings

Results suggest that self-rated employability correlates positively with supervisor-rated innovative work behaviour, and that supervisor-rated employability correlates positively with self-rated innovative work behaviour. Age appeared to have a weak influence on the relationship between employability and innovative work behaviour; more specifically, in case of a higher age, the relationship was stronger.

Research limitations/implications

The cross-sectional design is a limitation of this study. Another limitation relates to the generalizability of the study findings outside the context in which the research has been undertaken. The relational meaning of employee age might be different in other cultures.

Practical implications

Supervisors appear to play an essential role in providing an age-friendly working life for employees. Moreover, as SMEs often do not employ professionals to manage human resources, supervisors themselves have to carry the responsibility to encourage aging employees to develop themselves the enhancing innovative work behaviour.

Originality/value

This study is the first to investigate the predictive validity of employability on innovative work behaviour and the effects of age on this relationship.

Details

European Journal of Training and Development, vol. 42 no. 1/2
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 16 July 2020

Sajjad Nazir, Amina Shafi, Muhammad Ali Asadullah, Wang Qun and Sahar Khadim

This study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice…

2939

Abstract

Purpose

This study examines the serial mediation mechanism between paternalistic leadership and innovative work behavior through the leader–member exchange (LMX) and employee voice behavior. Particularly, this study utilized the social exchange theory to investigate the indirect effect of three distinct dimensions of paternalistic leadership style on innovative work behavior through LMX and employee voice behavior.

Design/methodology/approach

Self-reported questionnaires were used to collect data from 397 employees in Pakistan. Hypotheses were tested using structural equation modeling (SEM).

Findings

The two dimensions of paternalistic leadership were significantly related to LMX. LMX had a significant effect on employee voice behavior that was further related to innovative work behavior. The findings also support the mediating role of LMX between authoritarian and moral leadership and employee voice. Further, LMX and employee voice boosted the indirect relationship between moral leadership and innovative behavior. However, authoritarian leadership demonstrated a significant but negative indirect effect on innovative behavior through LMX and employee voice.

Practical implications

The organizational members need to encourage a high LMX and voice behavior to enhance the positive effects of benevolent and moral leadership styles on innovative employee behaviors. Contrarily, they need to discourage authoritarian leadership if they want to enhance innovative work behavior through LMX and employee voice. Furthermore, when leaders provide a safe environment to employees at the workplace, then they may feel secure to take risks and exhibit innovative work behavior, which ultimately contributes to increasing employee and organizational performance.

Originality/value

This study extended the existing literature on paternalistic leadership in two important ways. First, this study examined a serial mediation mechanism to test the effect of paternalistic leadership on innovative work behavior through LMX and voice behavior. Second, this is a key study to investigate which dimension of paternalistic leadership is effective to boost employees' innovative work behavior at the individual level in the Pakistani organizational context.

Details

European Journal of Innovation Management, vol. 24 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

21 – 30 of over 70000