Abstract
Many studies sustain that work-related stress exerts pervasive consequences on the employees’ levels of performance, productivity, and wellbeing. However, it remains unclear whether certain levels of stress might lead to positive outcomes regarding employees’ innovativeness. Hence, this paper examines how the five dimensions of work-related stress impact on the employees’ levels of innovation performance. To this aim, this study focused on a sample of 1487 employees from six Italian companies. To test the research hypotheses under assessment, we relied on the use of the partial least squares (PLS) technique. Our results reveal that, in summary, the stressors job autonomy, job demands, and role ambiguity exert a positive and significant impact on the employees’ levels of innovativeness. However, this study failed to find evidence that the supervisors’ support–innovation and colleagues’ support–innovation links are not statistically significant.
Highlights
Work-related stress, known as job stress, is frequently defined as a feeling of work-related hardness, frustration, distress, or tension [1,2]
All indicators measuring the Innovation construct comply with the requisite of individual item reliability, given that all the outer loadings surpass the 0.707 threshold (Table 1). This construct satisfies the requirements of construct reliability (Cronbach’s Alpha and Composite Reliability are greater than 0.7 (Table 1)) and convergent validity (Average Variance Extracted (AVE) is over the 0.5 critical level (Table 1))
This study argued that certain levels of work-related stress might contribute to enhance or drive employees’ levels of innovativeness at the workplace
Summary
Work-related stress, known as job stress, is frequently defined as a feeling of work-related hardness, frustration, distress, or tension [1,2]. It is the result of numerous negative effects in the work environment (e.g., deviation from normal physical and psychological functioning as absenteeism, unhappiness, tension, anxiety, turnover intent, or burnout among others). Several authors suggest that work-related stress causes positive effects on organizational outcomes such as performance, job satisfaction, organizational commitment, or degree of innovation [3,4,5]. According to several empirical studies, hindrance stressors, such as role conflict, job ambiguity, and role overload, could serve as a motivational source to promote the implementation of individual innovative behavior [6].
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