Abstract
This study examines the relationships between employees’ cultural value orientations and their innovative work behaviors and the mediation effects of self-leadership in the relationships. Four hundred and eighty two employees working at various firms in Korea and China responded to a questionnaire consisting of measures designed to assess uncertainty avoidance, power distance, and innovative work behavior. Analyses of the data revealed that power distance was negatively related to innovative work behavior for both respondents while uncertainty avoidance was positively related to innovative work behavior. The mediation effects of self-leadership were also found. This study contributes to current research literature by providing empirical evidence for the role of self-leadership in the mechanism linking individuals’ cultural value orientations and innovative work behavior. The study also discusses similarities and differences in the patterns of power distance, uncertainty avoidance, innovative work behavior, and self-leadership across Korean and Chinese respondents and their implications in changing business environment.
Highlights
This study examines the relationships between employees’ cultural value orientations and their innovative work behaviors and the mediation effects of self-leadership in the relationships
We investigate the relationship between individuals' cultural value orientation and innovative work behavior by focusing on power distance and uncertainty avoidance that Hofstede(1980) identified
All items for power distance and uncertainty avoidance remained and three items were dropped from self-leadership
Summary
This study examines the relationships between employees’ cultural value orientations and their innovative work behaviors and the mediation effects of self-leadership in the relationships. This study contributes to current research literature by providing empirical evidence for the role of self-leadership in the mechanism linking individuals’ cultural value orientations and innovative work behavior. If a highly hierarchical power based culture exists within the organization, individuals may feel it difficult to strongly proceed with the innovative ideas because they expect their ideas and efforts will be hardly accepted by others (Klein & Knight, 2005). These two issues are closely related with the cultural value orientations, uncertainty avoidance and power distance which Hofestde(1980, 2001) theorized. There is currently no Jungsik Kim.Fan ZhouIn/noInvfalutievneceWsorokf BPeohwaevrioDr:istMaendceiataionndeUffneccetsrtaoinftySeAlfv-oLiedaadnecreshoipn empirical evidence linking power distance and uncertainty avoidance with innovation through self-leadership power distance and uncertainty avoidance have been studied in numerous studies(see Daniels & Gerguras, 2014 for review)
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