Determinants Of Innovative Behavior Research Articles

Determinants of innovative behavior from the perspective of individual factors: A conceptual framework

Determinants of innovative behavior from the perspective of individual factors: A conceptual framework

Self-Leadership and Innovative Behavior: Mediation of Informal Learning and Moderation of Social Capital.

As the business environment is rapidly changing, interest in the innovation of organizational members is accelerating. Therefore, this study investigated how individual-level resources, particularly self-leadership, affect workers' innovative behavior. Many studies have emphasized that employee initiative can lead to job performance at the individual level and organizational performance improvement. Self-leadership is a spontaneous and an active behavior, or mindset, defined as the ability to lead an individual in challenging situations characterized by learned behaviors that can be augmented by training. It is of interest to many researchers and practitioners. Further, we tested the mediation of informal learning, another individual-level resource, in this relationship and the moderation of social capital, a social resource, in the mediation. We analyzed the responses of 551 employees of South Korean companies using Model 6 and 14 of PROCESS Macro. The results revealed that self-leadership positively influenced workers' innovative behavior, and informal learning mediated this relationship. We also confirmed that social capital strengthened the positive mediating effect of informal learning. This study empirically verifies the role of self-leadership, informal learning, and social capital as the determinants of innovative behavior and expands the discussion on leadership by highlighting the significance of self-leadership as opposed to traditional leadership approaches.

The Effect of Big Five Personality Traits on Leader Member Exchange and Organization Citizenship Behavior in Khyber Pakhtunkhwa Universities

The Effect of Big Five Personality Traits on Leader Member Exchange and Organization Citizenship Behavior in Khyber Pakhtunkhwa Universities

Determinants of Innovative Behaviour in the Hotel Industry: A cross-Cultural Study

Abstract The present study develops a conceptual framework that sheds light on whether institutional pressures (i.e., normative, mimetic, and coercive) and corporate support can improve innovative behavior across different societies and the moderating role of national cultural dimensions on this link. Our study validated these arguments empirically using data from the 2018 Global Entrepreneurship Monitor (GEM). Data were collected and analyzed from 2,618 respondents. Data were collected through a questionnaire survey of full-time non-managerial employees selected, from different departments of various four- and five-star hotels across five economically and culturally different societies (UK, UAE, Germany, China, USA). Our results indicated that both institutional pressures and corporate support have positive influence on employees’ innovative behaviour. Furthermore, Hotels in cultures with high levels of individualism and low levels of uncertainty avoidance, power distance, and masculinity will indicate higher levels of innovative behaviour in response to corporate support programs. While, hotels in nations with high levels of power distance, collectivism, uncertainty avoidance, and masculinity will indicate higher levels of innovative behaviour in response to normative, mimetic, and coercive pressure. These findings provide important implications for innovative behaviour by developing and validating a multilevel model empirically in the hospitality context.

Determinants of Innovative Behaviour in Flemish Nonprofit Organizations: An empirical research

Faced with an increasingly challenging environment, nonprofit organizations (NPOs) must behave innovatively and act in a result- or performance-oriented manner. In this article, we explore the extent to which NPOs behave innovatively (in their management and service delivery), and the factors that determine this innovative behaviour. We conducted our research in the main subsectors of the Flemish nonprofit sector (education, welfare, health and the socio-cultural sector). The results presented here are based on a survey of 170 NPO managers. We found that the organizations within our sample claim that innovations occur to a fairly large extent. We have, however, discovered differences in innovative behaviour between subsectors. In addition, we found that there are many forces at work when trying to explain innovative behaviour in NPOs and different forms of innovative behaviour also seem to have different explanations.

An empirical examination of performance and image outcome expectation as determinants of innovative behavior in the workplace

Innovative behavior can be defined as the intentional generation, promotion, and realization of new ideas within a work role, work group, or organization in order to benefit role performance, a group, or an organization. There are various factors as antecedents of individual innovations. Some outcomes expectations affect people to make innovation. One major factor that becomes people innovative in organization is to bring performance gains. Expected performance outcomes are positive when employees believe that their innovative behavior will bring performance improvement for their work role or works unit. Also, employees become more innovative to obtain some image outcomes. The purpose of this study is to examine how employees’ innovative behavior is explained by expected positive performance outcomes and expected image gains. Data was obtained from private corporations operating in Kayseri (Turkey). Regression analysis was used to examine the relationship between innovative behavior and outcomes expectations, and to test the research hypotheses. The results of regression analysis provided support for hypotheses.

Determinants of Innovative Behaviour: A Firm's internal Practices and Its External Environment Edited by Cees van Beers, Alfred Kleinknecht, Ronald Ortt, and Robert Verburg

Determinants of Innovative Behaviour: A Firm's internal Practices and Its External Environment Edited by Cees van Beers, Alfred Kleinknecht, Ronald Ortt, and Robert Verburg

Build an Industry Hot Rod: The Nuts and Bolts of Leaving Competitors in the Dust by Marvin L. Patterson

Books reviewed in this issue: • Build an Industry Hot Rod: The Nuts and Bolts of Leaving Competitors in the Dust • Innovating at the Top: How Global CEOs Drive Innovation for Growth and Profit • Determinants of Innovative Behaviour: A Firm's Internal Practices and Its External Environment

Creative Tension in the Innovation Process:: How to Support the Right Capabilities

The degree to which a firm needs creativity and discipline – the elements of creative tension to which this paper refers – depends on the speed with which the industry changes. While some degree of freedom and flexibility is essential for productive innovation teams, management is faced with the challenge of instituting control mechanisms that lead projects in the right strategic direction, and monitor firms’ progress towards their organizational and project goals. However, the wrong type of control system may constrain firms’ capabilities. Determinants of innovative behavior, such as leadership and autonomy, can explain the relationship between innovation strategy, managerial control and organizational behavior but have not yet been applied to examine the differences in various innovation control systems’ design. We analyzed 12 successful practice companies’ innovation control systems by means of these determinants in order to define how supportive or counterproductive they are in respect of increasing R&D effectiveness and efficiency. We identified three archetypes of innovation control system design, each of which depends on the dynamics of the industry in which companies act. Strategic assumptions were derived from these archetypical designs to provide useful guidelines for management who confront multi-faceted and complicated control situations.

Determinanten van innovatief gedrag: een onderzoek onder kenniswerkers in het MKB

Determinants of innovative behavior: A study among SME knowledge workers Determinants of innovative behavior: A study among SME knowledge workers Jeroen P.J. de Jong & Deanne N. den Hartog, Gedrag & Organisatie, Volume 18, October 2005, p. 235-259. In order to develop new products, services and/or better work processes in organizations, innovative behavior of individual employees is an important requirement. This also applies to knowledge workers in small and medium-sized enterprises such as consultancy, research and engineering firms. Yet, in previous research SME knowledge workers' determinants of innovative behavior have rarely been examined. This study investigates the relationship between a strategic organizational focus on innovation and innovative behavior of knowledge workers. It also explores the moderating influences of various work and environmental characteristics. Multilevel analyses, applied on survey data from 360 knowledge workers in 36 firms, show that a strategic focus on innovation is positively related to the innovative behavior of knowledge workers. The effect increases when specific work characteristics apply, namely perceived job variation, job autonomy and an innovative working climate. Moreover, some work characteristics are directly related to innovative behavior of employees: once again variation and autonomy, as well as having frequent external contacts. Finally, the analysis demonstrates that knowledge workers behave more innovative in sectors where competition is based on new or improved products and services.

Determinants of innovative behavior: A path model for individual innovation in the workplace: Susanne G. Scott and Reginald A. Bruce, Academy of Management Journal (June 1994), pp. 580–607

Determinants of innovative behavior: A path model for individual innovation in the workplace: Susanne G. Scott and Reginald A. Bruce, Academy of Management Journal (June 1994), pp. 580–607

Determinants of Innovative Behavior: A Path Model of Individual Innovation in the Workplace

The present study integrated a number of streams of research on the antecedents of innovation to develop and test a model of individual innovative behavior. Hypothesizing that leadership, individual problem-solving style, and work group relations affect innovative behavior directly and indirectly through their influence on perceptions of the climate for innovation, we used structural equation analysis to test the parameters of the proposed model simultaneously and also explored the moderating effect of task characteristics. The model explained approximately 37 percent of the variance in innovative behavior. Task type moderated the relationship between leader role expectations and innovative behavior.

Stimulating creative problem solving: innovative set.

This study was designed to determine whether a set toward innovative problem solving can be induced via an instructional manipulation. Performance of Ss given standard instructions for the Changing Work Procedures case (Maier, 1952, 1965) was compared with that of Ss given experimental instructions designed to foster confidence in their originality and problem-solving ability. 475 undergraduate Ss (348 males and 127 females) were randomly assigned to the standard and experimental conditions. It was found that Ss given experimental instructions generated innovative solutions significantly more often than those given standard instructions. The performance of females was improved to a greater extent than that of males. The results suggest that the tendency to accept obvious solutions prevents individuals from performing up to their capacities; and it appears that current programs of research designed to identify highly creative individuals could well be complemented by studies of short-term determinants of innovative behavior.