THE EFFECTS OF ORGANIZATIONAL CULTURE AND INFORMAL ORGANIZATIONAL COMMUNICATION ON RETENTION INTENTION AND INNOVATION BEHAVIOR - A STUDY BASED ON CHINESE R&D EMPLOYEES

Abstract

This study establishes a comprehensive framework where employee innovation behavior serves as the dependent variable, while organizational culture and informal organizational communication act as independent variables, and retention intention functions as the mediating variable. The foundational conceptual framework extends to include demographic variables such as gender, age, and education. Based on this structure, the study presents the following hypotheses: 1. Positive relationship between organizational culture and retention intentions. 2. Positive impact of informal organizational communication on retention intentions. 3. Mediating role of retention intentions in the organizational culture-innovative behavior link. 4. Mediating role of retention intentions in the informal organizational communication-innovative behavior link. 5. Within the context of retention intentions as a mediator, this hypothesis asserts that both organizational culture and informal organizational communication positively affect the innovative behavior of Chinese R&D personnel. The research methodology involved the distribution and retrieval of 500 questionnaires through a stratified sampling approach within the Chinese R&D workforce, encompassing both public and private organizations across the technology, pharmaceutical, automotive, and electronics sectors. The study's findings indicate a robust positive relationship between organizational culture and employees' inclination to remain within the organization. Similarly, a strong positive association exists between informal organizational communication and the willingness of employees to stay. Through an empirical exploration of Chinese R&D personnel across diverse industry domains, this research delves into the intrinsic dimensions of organizational culture, informal organizational communication, retention intentions, and employee innovative behavior. These findings contribute valuable insights to organizations' developmental endeavors.