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Integrating the behavioral theory of leadership, the componential theory of creativity and the self-determination theory (SDT), the study tests the relationships between leadership, work motivation (intrinsic motivation, integrated extrinsic motivation, extrinsic motivation) and employee-level innovation (innovative work behavior and innovation outcomes) in a work setting.

Data were collected using a survey questionnaire from 493 scientists working in India's largest civilian research and development (R&D) organization. The structural equation modeling (SEM) method was used to test the hypothesized relationships between the study variables.

The study found evidence for positive relationships between leadership, employee autonomous motivation (intrinsic and integrated extrinsic motivation) and employee-level innovation. The study shows that extrinsic motivation is positively related to innovation only when the value of rewards is integrated to one's sense of self (integrated extrinsic motivation). Extrinsic motivation, otherwise, is not related to innovation.

The study was cross-sectional, so inferences about causality are limited.

First, while extrinsic motivation is considered bad for innovation, the study provides evidence that integrated extrinsic motivation complements intrinsic motivation and encourages employee-level innovation. Second, the study shows that leaders can aid the process of development of autonomous motivation by displaying positive behaviors. Third, the study validates the mediating role of autonomous motivation for the leadership–innovation relationship.

The study provides an insight into the underlying process through which leaders can impact innovation at the workplace. To the best of the author's knowledge, such a study is the first of its kind undertaken in an organizational context.

The present research examines the effect of incentivizing both outcome and driver measures of SPMS on middle managers' proactivity in influencing the strategy formulation process. A case-based experiment was conducted among 74 full-time employees. The results suggest that when incentives are linked to both outcome and driver measures of SPMS, compared with when they are outcome-based and not linked to the SPMS, managers are more proactive in communicating strategy-related issues to top management. In addition, this effect of SPMS-based incentives on middle managers' proactivity is mediated by their autonomous extrinsic motivation to achieve strategic goals. The results are in general consistent with postulates of the self-determination theory of motivation. This chapter also has practical implication. Specifically, recent evidence suggests that most SPMS adopters fail to validate causal business models underlying their formulated strategies (Ittner, 2008; Ittner & Larcker, 2003, 2005). Middle managers' proactive strategic behavior may be one means to prompt top management to inspect formulated strategies and their underlying business models.

It is important to understand why some workers prolong their working life even though they are entitled to statutory pension benefits. This paper aims to investigate whether senior workers are motivated by external factors such as pay and social expectations (extrinsic motivation) or are primarily motivated by internal factors such as job satisfaction (intrinsic motivation). This is a central question for policymakers and social partners when it comes to the design of public pension systems and work organisation.

This study uses a combined longitudinal administrative data and an own-designed postal survey to ask individuals aged 65–76 years to describe their work motivation. Based on the answers, this study constructs an index of autonomous motivation (AM) where a value of zero implies only extrinsic motivation and a value of one implies only intrinsic motivation. The values between zero and one thus imply various grades of AM, where higher values signal motivation that is more autonomous and hence a higher degree of intrinsic work motivation.

The results of the statistical analysis show that the extent of intrinsic motivation is higher among senior workers who retired aged 65 years or older compared to those who retired at 65 years or younger. In addition, this study found that the degree of intrinsic work motivation among senior workers decreases when they face economic and financial constraints. It also found that intrinsic motivation is more prevalent among high-skilled workers.

This study shows that individuals who continue to work after 65 are mostly motivated by the satisfaction they derive from their job. Job satisfaction is strongly related to skill level, job quality, job content and job autonomy. Results indicate that job quality and commitment to work are essential elements for motivating seniors to postpone retirement.

This study contributes to this literature by applying a multidisciplinary approach from organisational psychology and labour economics that considers the potential importance of intrinsic motivation to work after standard retirement age. The authors think that this approach enhances the understanding of the mechanisms behind the lengthening of working life. Finally, this study suggests a simple, but efficient way of empirically measuring the extent of intrinsic motivation among workers.

The purpose of the study was to determine the relationship between personal mastery orientation and employee creativity through internalized extrinsic motivation (identified regulation) and intrinsic motivation while testing job complexity as a boundary condition.

The authors tested this study model using a cross-sectional design with a sample of (N = 361). The study population was software developers from across different cities of Pakistan. Respondents were asked to rate themselves on creative behavior. Partial least square structural equation (PLS-SEM) and PROCESS macro were used for data analysis.

The results of the study confirm that personal mastery orientation positively affects employee creativity. Furthermore, both identified regulation and intrinsic motivation mediate the relationship between personal mastery and employee creativity. Job complexity was shown to moderate the direct relationship between personal mastery, identified regulation and intrinsic motivation such that for higher job complexity levels, the relationship between personal mastery and both types of motivation (identified and intrinsic) becomes stronger. The authors confirm that the indirect relationship between personal mastery and employee creativity through identified regulation was contingent upon job complexity level. In comparison, the indirect relationship between personal mastery and employee creativity through intrinsic motivation is not contingent upon the level of job complexity.

There are a few limitations to the authors' study. The current study is based on a cross-sectional design; therefore, this is of limited causal value. The authors suggest the studies examining similar relations to this study model use a longitudinal design. The incumbent of the job reports creative behavior; therefore, this is susceptible to common method bias (CMB). A peer-reported or supervisor-reported creative behavior should be used to eliminate the CMB in future studies.

The authors' study provides valuable input in identifying the complex mechanism through which creative behavior is induced involving individual personality disposition, job attributes and various types of motivations. In this study, the authors tried to reveal the mechanism through which personal mastery orientation predicts creative behavior. In the authors' endeavor of testing the motivational paths through which personal mastery orientation predicts creative behavior, the authors confirmed the efficacy of autonomous-complex motivation based on the self-determination framework. The authors' findings add to the evidence of the importance of intrinsic motivation in inducing creative behavior and recommend that the researcher should not ignore intrinsic motivation when exploring the effectiveness of extrinsic motivation.

The study's findings strengthen the argument of the continuum-like structure of the motivation types under self-determination theory(SDT). The authors argued that intrinsic motivation is a relatively stable type of motivation when creative behavior is involved and is not contingent upon the job attributes. These findings add to the evidence that intrinsic motivation is stable compared to extrinsic motivation. Another important contribution of this study is that the authors identified a boundary condition for the internalized extrinsic motivation when serving as creativity predicting mechanism and ruled the presence of a conditional effect when intrinsic motivation is involved.

Following self-determination theory, the purpose of this paper is to investigate the impact of four motivational profiles (external, introjected, identified regulation, and intrinsic motivation) on work performance (interpersonal, adaptive, task, and dedicative performance). The authors also examined the proposed relations with longitudinal data.

Participants in Studies 1 and 2 were from several companies in China. Employees completed the questionnaires to measure their work motivation, and managers completed the questionnaires to assess the subordinates’ work performance.

In Study 1, the authors found that identified regulation significantly predicted interpersonal performance and adaptive performance. External regulation, introjected regulation, and intrinsic motivation had no significant impacts on interpersonal, adaptive, task, or dedicative performance. In Study 2, the results revealed that identified regulation significantly predicted dedicative and interpersonal performance, but external regulation, introjected regulation, and intrinsic motivation had no significant impacts on the four types of performance. These two studies concluded that only identified regulation strongly predicts work performance.

The study has contributed to the body of knowledge by clarifying that identified regulation is an important type of motivation in the workplace. Managers might therefore focus on supporting employees for identifying with the organizational goals in order to promote better performance.

Over the last decades, the accounting and control literature has featured much studying of and debate about the role and designing of incentives. Over the last year or so, the debate over incentives and bonuses has become a much more public one, as illustrated by the current public furor over bankers' bonuses and frequent calls to limit them and/or tax them more heavily. The public nature of the debate is new, but the emotional intensity is not; an intense emotionality has often characterized discussions of these subjects in print, as recently illustrated by a controversy between supporters and opponents of goal setting published in Academy of Management Perspectives.

This chapter tries to structure the debate by defining – and clarifying the interactions between – key components of the debate. I then review some – by no means all – of the evidence available in three streams of research: goal setting, self-determination theory, and economics. A surprisingly large number of commonalities emerge from this review. I then revisit in light of this review two accountability models I had introduced at a previous conference as well a forthcoming field study of the sophisticated approach developed by a successful multinational corporation.

This research aims to unpack the relationship between employees' perceived organizational politics (POP) and their self-determined motivation by itemizing the mediating role of hostility and a moderating role of organizational injustice.

Data were collected at two different times from 270 employees working in various universities in Pakistan. Structural equation modeling (SEM) was used to test the hypotheses.

The findings revealed that POP negatively influence intrinsic motivation, autonomous extrinsic motivation and positively impact amotivation, whereas POP does not affect employees' controlled extrinsic motivation. Furthermore, POP positively influences hostility. Moreover, hostility mediates the relationships between perceived organizational politics and self-determined motivation. Finally, the findings also revealed that the relationship between perceived organizational politics and hostility was stronger when the perceived organizational injustice was high.

POP can lead to intentional efforts to harm the organization by enhancing employee hostility, which divulges how this peril can be restrained by implanting organizational fairness. Moreover, proactive employees with superior emotional intelligence skills have a greater capability to control their negative emotions. Emotional intelligence (EI) training can effectively reduce the hostility between employees provoked by POP and ultimately diminish self-determined motivation.

The current study revealed that ambiguous forms of political behavior trigger isolated work emotions, negatively affecting organizational sustainability and outcomes. These results have valuable suggestions regarding organizational injustice as a moderator to diminish the hostility resulting from POP.

This study aims to evaluate the impact of extrinsic, intrinsic and amotivation on an individual’s knowledge-sharing behavior.

The authors reviewed the literature on self-determination theory (SDT) as an applied predictor of knowledge-sharing behavior, and documented the extent to which SDT conceptual framework components have been studied in relation to predict knowledge sharing.

Building from SDT and its sub-theories, this study uncovers a gap in the knowledge-sharing literature as the continuum of the SDT framework has yet to fully be applied to knowledge-sharing behavior.

Contributing to the literature on knowledge management and knowledge sharing, this study is the first, to the best of the authors’ knowledge, of its kind to apply Deci and Ryan’s self-determination continuum, in its entirety, to a knowledge-sharing conceptual framework. The authors thereby address the potential impact of amotivation on an individual’s knowledge-sharing behavior.

The purpose of this study is to develop a model that explains a user’s attitude toward M-payments in India, based on the motivational model and awareness about demonetization policy. The study also investigates the validity and differential predictive power of four different M-payment usage models, by considering the effect of improved awareness regarding demonetization policy on the core construct of the motivational model.

The model was tested with survey data from 362 M-payment users using partial least squares. Respondents were M-payment users with significant usage experience.

This study empirically determined that the motivation model and awareness about demonetization policy in M-payment usage after demonetization are connected. As hypothesized, the study found: a positive relationship between extrinsic motivation and intention to use M-payment, positive relationship between awareness about demonetization policy and behavioral intention to use M-payment, positive relationship between intrinsic motivation and extrinsic motivation, positive relationship between awareness about demonetization policy and extrinsic motivation and positive moderation effect of awareness about demonetization policy on the extrinsic motivation-behavioral intention relationships. The hypothesis that awareness about demonetization policy would have a moderating effect on intrinsic motivation–behavioral intention relationship was not supported.

From a practitioner’s perspective, this study underscores the importance of raising sufficient awareness about the demonetization policy as a determinant of users’ willingness to use M-payment services. Mandatory regulations by the government and motivation toward M-payment use can be a good starting point for a cashless economy.

This study makes a needed contribution to the literature by validating the integrated motivation model, emphasizing the importance of raising awareness about the demonetization policy among M-payment users. The model may provide a useful foundation for future research in this area.

The emergence of mHealth applications has led to the rise of health-based services delivered over smartphones. Younger people are often found to be more innovative toward technology, especially related to smartphones (Rai et al., 2013). Most mHealth application downloaders are continually shifting between applications because of the hyper-competition making achieving loyal consumers challenging (Racherla et al., 2012). The purpose of this paper is to study the determinants that help increase young consumers mHealth application loyalty. This study integrates self-determination theory (SDT), gamification elements and engagement to examine loyalty.

A valid sample of 263 college student’s data was obtained for data analysis from a survey conducted in multiple campuses of the Delhi University in India.

The three psychological needs: need for autonomy, need for competence and need for relatedness, showed a positive impact on intrinsic motivation. From the gamification factors; perceived playfulness, the level of challenge and social interaction, only the first two showed a positive impact on extrinsic motivation. Both motivation factors influence engagement, showing a frequent interaction with the application, leading to loyalty.

Previous studies examined the adoption of mHealth services, this study is one of the first to examine young consumers’ loyalty in using mhealth apps. It sheds light on the existing literature and contributes to research on mHealth applications by determining the factors that lead to loyalty by the young consumers.