A study of individual innovative work behaviors in team

Abstract

This study was conducted to examine the impact of team context on the innovative work behaviors of team members, focusing on the direct impacts of shared responsibility and unidentifiability on innovative work behavior. This study also tested the moderating effects of perceived coworker trust and perceived distributive fairness on the relationship between shared responsibility, unidentifiability, and innovative work behaviors of team members. Moreover, this study was directed to investigate the negative impacts of innovative work behavior on conflict with coworker and turnover intention including the moderating effect of Leader Member Exchange (LMX) on the relationship between IWB and both conflict with coworker and turnover intention respectively. Based on 189 pair data from nurse teams at the hospitals in Indonesia, this study found that both shared responsibility and unidentifiability were negatively and significantly associated with innovative work behaviors of team members. Meanwhile perceived coworker trust positively moderated the negative relationship between shared responsibility and innovative work behaviors. However, perceived coworker trust did not have a moderating effect on the relationship between unidentifiability and innovative work behavior. Perceived distributive fairness also did not moderate the relationship between shared responsibility, unidentifiability, and innovative work behaviors of team members. In addition, the analysis results of 135 pair data collected from marketing as well as production teams found that innovative work behavior had a positive and significant relationship with conflict with coworker and turnover intention respectively. However, we did not find a moderating effect of Leader Member Exchange the relationship between IWB and both conflict with coworker and turnover intention. Details of relationship among these variables are also discussed, including suggestions and implications.