The impact of perceived organizational virtuousness on employees’ innovative behavior

Abstract

Purpose This study aims to draw upon the broaden-and-build theory to examine the relationship between perceived organizational virtuousness and employees’ innovative behavior. Moreover, the study investigates the indirect relationship between perceived organizational virtuousness and employees’ innovative behavior via thriving. Additionally, this study examines whether creative personal identity strengthens the relationship between thriving and innovative behavior. Design/methodology/approach A quantitative research methodology was used to test the proposed moderated mediation model. Data was gathered from 206 respondents from organizations in different industries. The SPSS PROCESS tool was used for hypotheses testing. Findings The findings of the study revealed that there is a positive relationship between perceived organizational virtuousness and employees’ innovative behavior. Additionally, the results also support that there is an indirect relationship between perceived organizational virtuousness and innovative behavior through thriving. The findings revealed that creative personal identity strengthens the relationship between thriving and innovative behavior. Practical implications The findings of the study provide implications for managers who can promote and shape virtuous organizational contexts to drive positive employee attitudes and behaviors. Originality/value This study addresses the call of scholars to extend the body of research on the outcomes of organizational virtuousness. The study contributes to the limited body of knowledge regarding the relationship between organizational virtuousness and employees’ innovative behavior. Furthermore, it elaborates on the precise mechanism through which perceived organizational virtuousness can increase employees’ innovative output. To the best of the authors’ knowledge, the current study is also the pioneer attempt to examine the role of a personal identity factor in influencing the relationship between employees’ experience of thriving and their innovative behavior.