Abstract
The current study objective is to investigate how and when leader member exchange (LMX), tie strength, and innovative organizational culture influences employee innovative behavior. In particular, this study uses the social exchange theory to analyze that nurses who demonstrate high affective commitment exhibit a higher level of creativity in the workplace. Based on social exchange theory and perceived organizational support (POS) literature, the current study aims to reveal how perceived organizational support (POS) serves as an imperative mediating process between LMX, tie strength, innovative organizational culture, and employee IB. A questionnaire survey was utilized to collect the data from nurses working in public sector hospitals in Jiangsu province China. A total sample size consists of 325 nurses. Structural equation modeling through AMOS 20 was utilized to analyze the survey data. Results from the structural equation modeling (SEM) analysis indicated that LMX, tie strength, and POS are significantly related to affective commitment and employees’ IB. However, innovative organizational culture has a significant influence on POS and IB, but has no impact on affective commitment. This study covers only public sector hospitals and is limited to Jiangsu province, China. The research could be reproduced in other designated areas in different organizational setups with a bigger sample size to further enhance the understanding of the topic. The key understanding of social exchange theory (SET) is that social relationships can be used appropriately to foster an employee’s IB. It also expands research in the area of LMX, tie strength, innovative organizational culture, and POS as antecedents of affective commitment and IB. This study is a remarkable analysis of LMX, POS, organization culture, commitment, and IB in the Chinese organizational context.
Highlights
According to West et al [1], organizations rely on employees innovative behavior to enhance efficiency and productivity, which in turn ensures continuous organizational growth, success, and survival [2,3,4,5]
Whereas a social exchange relationship has been considered as “one person does another a favor and while there is a general expectation of some future return, its exact nature is definitely not stipulated in advance” [9] and is left to the discretion of the one who makes it
We examine whether leader member exchange (LMX) relationships and tie strengths between colleagues affects employee’s affective commitment and IB through organizational support (POS)
Summary
According to West et al [1], organizations rely on employees innovative behavior to enhance efficiency and productivity, which in turn ensures continuous organizational growth, success, and survival [2,3,4,5]. Innovative behavior results in the generation of a new idea, effective multitasking procedures, and increases job-related motivation [6]. Innovative behavior generates new ideas, including effective multitasking processes and job-related managerial motivation [6]. In order to organize the innovation process, firms take into consideration the various actors that assist them in the development of employees’ IB [7], and employees are expected to improve their organization’s processes by producing and implementing innovative solutions that enhance both customer satisfaction and services [8]. It is important to understand that employer–employee relationships can be classified as either economic exchange or social exchange. Whereas a social exchange relationship has been considered as “one person does another a favor and while there is a general expectation of some future return, its exact nature is definitely not stipulated in advance” [9] and is left to the discretion of the one who makes it
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