Abstract
ABSTRACT The purpose of this study was to develop a conceptual framework and propositions for explaining the determinants of organizational innovativeness in the banking sector through the employment of the concept of Crant’s theory of innovativeness, Organizational Commitment and participative leadership theory-path goal theory of leadership. The core objective of this paper is to theoretically analyze the effect of employees’ proactive behavior, employees’ organizational commitment and dysfunctional organizational climate on organizational innovativeness focusing on the banking industry and to explore how participative leadership style moderate these relationships. Using the Crant theory of proactiveness the employees’ proactive behavior is found to have a positive effect on organizational innovativeness. Likewise, Organizational Commitment Model of Meyer & Allen confirms that employees’ organizational commitment have positive effect on the organizational innovativeness. However, Dysfunctional Organizat...
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