Job Embeddedness and Organizational Performance: The mediating roles of Social Capital and Innovative Work Behaviour

Abstract

Organizational performance remains in the limelight of research due to the survival of organizations. There are a number of factors that contribute to organizational performance. Therefore, this research aimed to examine the impact of job embeddedness on organizational performance through social capital and innovative work behaviour as mediators in the workplace. For this purpose, the data was gathered from the 1500 respondents by using a non-probability purposive sampling technique. These respondents were working in auto-parts manufacturing firms located in different areas of Pakistan; finally 1116 questioners were considered for data analysis. Results indicate the positive impact of job embeddedness on organizational performance, as well as on social capital and innovative work behaviour in the workplace. Results also indicate the mediation of social capital between job embeddedness and organizational performance; likewise, innovative work behaviour also explains the mediation between job embeddedness and organizational performance. Interestingly, innovative work behaviour mediates the relationship between social capital and organizational performance. Pakistan is a collectivistic country where this integrated model will serve as a prerequisite for the manufacturing firms to achieve organizational performance. The future direction has also been proposed in this research.