Linkages between Social Goal Orientation and Innovative Behavior: Examining the Mediating Role of Knowledge Sharing and Employee Engagement

Kwangho Lee,Hae-Deok Song

doi:10.3390/su12239886

Abstract

The purpose of this study is to identify the structural relationships among social goal orientation, knowledge sharing, employee engagement and innovative behavior on employees of an organization. This study used a data sample of office workers in Korean companies by survey. The findings are as follows. First, knowledge sharing plays a significant role in the relationship between social goal orientation type and innovative behavior. Second, employee engagement plays a mediating role between social goal orientation and innovative behavior. Third, the dual mediating effect of knowledge sharing and employee engagement is important between social goal orientation and innovative behavior. Our findings have important theoretical implications, which suggest that not only psychological motivations of individuals but also their social motivations should be considered to promote innovative behavior. Therefore, it is important to provide an appropriate knowledge sharing and employee engagement environment for employees according to their social goal orientation type rather than requiring innovative behavior.

Highlights

Companies are promoting organizational innovation as a means of adapting to a rapidly evolving business environment and sustaining high organizational performance
A descriptive statistical analysis was conducted to gain an overview of survey respondents in terms of social mastery goal orientation, social performance approach orientation, social performance avoidance goal orientation, knowledge sharing, employee engagement, and innovative behavior
The aim of the present study was to highlight the structural relationship between social goal orientation, knowledge sharing, and employee engagement as a critical factor in the improvement of innovative behavior in office workers in Korean companies

Summary

Introduction

Companies are promoting organizational innovation as a means of adapting to a rapidly evolving business environment and sustaining high organizational performance. Innovative behavior is considered a source of innovation, in that employees of an organization lead the development, promotion, and implementation of ideas that can improve the efficiency of individual task roles and preserve sustainable organizational performance. As corporate structures become less vertical and more horizontal, the importance of interactions among employees becomes more evident. This is true in light of current changes in organizational culture, and strategies for managing employees, which are emerging as issues to be addressed by organizations [2]. The social competence of employees who can encourage effective communication among other employees and influence the formation of positive social relationships within an organization is becoming increasingly important

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Conclusion