Abstract
It is the people and not the organizations that innovate and make a difference. Research has shown that thinking and implementing novel and useful ideas is one of the most difficult tasks for the employees and among many factors contributing to foster it, the role of job embeddedness has received little attention. This study draws on Organizational Ambidexterity Learning theory and Job Embeddedness Theory to conceptualize and confirm the relationship between job embeddedness, innovative work behaviour, and employee learning in the setting of frontline service employees. Data were collected from 437 frontline service employees in Pakistan. Consistent with the study’s predictions, both on- and off-the-job embeddedness were related with explorative learning, and innovative work behaviour. Furthermore, an employee’s learning mediated the effects of on- and off-the-job embeddedness on innovative work behaviour whereas explorative learning showed non-significant effects on innovative work behaviour. These findings provide several meaningful insights for future research and managerial practices.
Highlights
There has been a burgeoning interest by academicians in understanding the predictors that foster or constrain employee’s innovative work behavior [1]
The present study attempts to add value to the current stream of research in two ways: (1) analyzing how frontline employees’ job embeddedness affects their innovative work behaviours and innovation performance; (2) exploring how the relationship between job embeddedness and innovative work behaviour is mediated by employee learning
The effects of on- and off-the-job embeddedness on innovative work behaviour are mediated by employee learning
Summary
There has been a burgeoning interest by academicians in understanding the predictors that foster or constrain employee’s innovative work behavior [1]. This study extends on [6] work to further explain the role of job embeddedness on learning and innovativeness of an employee. An employee’s innovative work behavior (IWB) implies going beyond the scope of basic job requirements and responsibilities. In line with other researchers [7] [2], IWB in this research comprises idea initiation and idea implementation. It is different from employee creativity, which relates only to idea initiation. In order for creative ideas to take place and be implemented, the social connections of employees within as well as outside the organization are absolutely critical [8]
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