Abstract
There is a widespread consensus in prior literature that innovative work behaviour is a crucial factor in enabling organisations to adapt to rapid changes, to gain a competitive advantage, and create a sustainable organisation. Despite its importance, knowledge about potential drivers of this behaviour is fragmented and inconsistent. As such, organisations may be restricted in their ability to innovate because they do not know how to induce the employees in a way that will encourage them to explore, generate, champion, and finally implement the ideas. Recently, human resource management (HRM) has been explored among potential drivers, considering it as primary means by which organisations can influence and shape the behaviours of employees. Despite the notion that HRM predicts innovative work behaviour, there is a lack in the literature of insights into the ways the organisations can stimulate behaviour by offering sustainability-focused HRM. Sustainable HRM refers to a new approach to people management with the focus on external business environment (openness), respect for the employee (respect), and balanced interests of employer and employee (continuity). Relying on the notion that organisations are gradually introducing sustainable HRM and trying to close the gap in the literature, the paper is designed to link a new approach to people management with innovative work behaviour. The aim of the paper is an initial assessment of whether sustainable HRM is a driver for innovative work behaviour. Disentangling four dimensions of innovative work behaviour makes it possible to determine whether sustainable HRM can stimulate different behaviour types linked to idea exploration, idea generation, idea championing, and idea implementation. The results of a preparatory survey of 306 employees working in Lithuanian companies showed that respect-oriented HRM and continuity-oriented HRM were positively related to innovative work behaviour and the appropriate dimensions (except for idea exploration in case of continuity-oriented HRM); meanwhile, there was no support for the relationship between openness-oriented HRM and innovative work behaviour. Overall, sustainable HRM was found to be a driver for enhancing innovative work behaviour and its dimensions.
Highlights
Challenges facing organisations are constantly increasing and acquiring new shapes [1,2,3,4,5]
Respect-oriented human resource management (HRM), openness-oriented HRM, and continuity-oriented HRM were related to innovative work behaviour and its dimensions in terms of idea exploration, idea generation, idea championing, and idea implementation
The aim of the paper was to provide an initial assessment whether sustainable HRM is a driver for innovative work behaviour
Summary
Challenges facing organisations are constantly increasing and acquiring new shapes [1,2,3,4,5]. As a result of technological advancements, global competition, or other alterations, business is continually under transformation. Given this trend, organisations cannot rely only on standard and tested ways, procedures, and mechanisms to compete in the business world successfully [6,7]. Organisations cannot rely only on standard and tested ways, procedures, and mechanisms to compete in the business world successfully [6,7] They continuously need innovation, which refers to new and potentially useful products or processes that are developed and applied in a particular work context in order to address problems on different levels, from global competition to quality issues of articles or services [8]. The paper seeks to close this gap and belongs to the stream of literature focusing on innovative work behaviour
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