Linking supervisor support to innovation implementation behavior via commitment

Abstract

PurposeThe purpose of this paper is to investigate how perceived supervisor support (PSS) affects employees' innovation implementation behavior (IIB), the psychological mechanisms of this relationship, and the role of perceived coworker support (PCS).Design/methodology/approachUsing a three-phase survey, data were collected from 307 employees of a state-owned coal company located in the central region of China. The study tests the hypotheses by using hierarchical regression analyses. The mediating effects and the moderated mediating effects are further examined by using bias-corrected bootstrapping methods.FindingsAffective commitment (AC) fully mediates the positive relationship between PSS and IIB, and this mediating effect can be moderated by PCS.Practical implicationsCompanies should foster supportive supervisors and colleagues by investing in appropriate training programs. In addition, managers should emphasize the psychological changes of employees and provide more supportive feelings for them.Originality/valueThe study explicitly tests the entire causal chain implied by organizational support theory in predicting IIB. It specifies the different role of two similar support constructs (i.e. supervisor support and coworker support) in affecting employees' attitudes and behaviors.