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Drawing upon the cross-cultural adjustment (CCA) model and self-determination theory, this study investigated the influence of CCA (work, interactional, and general adjustment) and motivation (autonomous and controlled) on the innovative work behavior of self-initiated expatriates (SIEs).

Multi-source data were collected from 213 SIEs and their supervisors working in the United Arab Emirates to provide an understanding of the role of SIEs' CCA and motivation and their innovative work behavior.

Findings indicated that work, interactional, and general adjustment are positively related to innovative work behavior. Autonomous motivation positively predicts innovative work behavior, while controlled motivation does not. Additionally, autonomous motivation moderated the effects of work adjustment and interactional adjustment on SIEs' innovative work behavior, whereas controlled motivation moderates the effect of general adjustment on SIEs' innovative work behavior.

SIEs are regarded as talents that have the skills and valuable knowledge gained from their international experience and can be utilized in organizations to perform innovative work behaviors. However, SIEs face adjustment challenges that may hinder their ability to be innovative. Despite their potential as innovation drivers in organizations, there are few studies on the factors that affect SIEs' innovative behavior. This study contributes to the literature by examining the effects of adjustment and motivation on SIEs' innovative work behavior.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

The present study aims to examine the moderating effect of burnout between intellectual capital and innovative work behaviour of professional nurses.

Mixed-method approach was followed that involves conducting both quantitative surveys and qualitative semi-structured interviews. Quantitative data was collected from 844 staff nurses. Interviews were conducted with a total of 20 participants including director of nursing, chief nursing officer, general manager operation, professor cum principal, doctors, nurse educators, ward in charges and staff nurses working with multi, super speciality private and charitable trust hospitals in Mumbai (India).

Intellectual capital and burnout (intellectual capital*burnout) interaction increased the proportion of innovative work behaviour from 0.09 to 0.15, an increase of 66.67%. The results also reveal a significant and negative (−0.09) moderating effect of burnout between intellectual capital and innovative work behaviour of nurses. Qualitative findings also could confirm and support that human, structural and relational capital help nurses to be innovative. However, whenever nurses feel a loss of energy, enthusiasm, motivation and exhaustion, they tend to become less innovative and continue only with the routine works.

This study provides a new implication for multi, super speciality private and charitable trust hospitals management to relook at and reduce the level of burnout to mitigate its adverse effect.

To the best of the authors’ knowledge, this is the first study and findings related to professional nurses working in multi, super speciality private and charitable trust hospitals in India.

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.

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.

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.

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.

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.

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.

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.

Through the lens of social exchange theory, this study aims to assess the relationship between proactive personality and innovative work behavior by incorporating the mediating role of work engagement and moderating role of transformational leadership between proactive personality and work engagement.

Data were collected from 259 employees working in Pakistani small-medium enterprises (SMEs). The purposive sampling technique was used to collect data. For hypothesis testing, Preacher and Hayes process macro was employed.

Confirmatory factor analysis verified the distinctiveness of the variables used in this study. The findings show that a proactive personality had a positive influence on innovative work behavior directly and indirectly through work engagement, and transformational leadership positively moderates the relationship between a proactive personality and work engagement in such a way that with high transformational leadership behavior relationship will be strengthened.

This study has addressed three research questions that have been left unanswered in the literature. The initial research question is “how proactive personality enhances innovative work behavior?” This study found that proactive personality enhanced innovative work behavior. The second research question is “what are the suggested mechanisms for proactive personality to promote innovative work behavior?” This study has proven that a proactive personality enhanced innovative work behavior through an important mediating mechanism, namely work engagement. Finally, the third question of the study is “does transformational leadership moderate the relationship between proactive personality and work engagement? The study shows that transformational leadership positively moderates between proactive personality and work engagement.

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.

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.

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.

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.

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.

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.

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.

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.

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.