Employee Innovation Research Articles

Introduction: confronting the challenges of adopting algorithmic management in China: employee innovation and proactive behaviour and leader management transparency

ABSTRACT Algorithmic management (AM) has become a vital aspect of organizational and people management across industries. However, organizational research about AM and its impact is still at an infancy stage. Existing studies tend to result in potential biases when estimating their effects and miss important implications. Drawing on the relevant literature, this introductory piece to this collection presents a brief review of the emerging literature on the employee responses towards AM, especially investigating its impact on employee innovative behaviour. It also shows how the contributions included respond to the literature and how they add to our understanding of the implications of AM for organizations and employees. Finally, we propose an agenda for future research to further investigate the impact of AM on employee behaviour.

Socially responsible human resource management and employee innovation performance: the roles of person-organization fit, work engagement and individualism orientation

Socially responsible human resource management and employee innovation performance: the roles of person-organization fit, work engagement and individualism orientation

Determinants of Employee Innovative Work Behavior

The objective of this study is to examine the direct and indirect effects of resilience, transformational leadership, competence, and religious attitudes on innovative work behavior. The data were collected using a questionnaire. The population in this study was 1491 employees. A total of 579 employees participated were subjected to statistical analysis using Partial Least Square-Structural Equation Modeling (PLS-SEM). The findings indicate that the resilience, transformational leadership, and competence have a direct effect on the innovative work behaviour. Similarly, the competence and transformational leadership are also found to have a direct effect on the resilience. However, the religious attitudes have no direct effect on either transformational leadership or resilience. Further, the resilience plays a mediating role in the indirect effect of competence and transformational leadership on the innovative work behavior. In contrast, the resilience fails to mediate the indirect effect between religious attitudes and innovative work behavior. These empirical findings highlight the significant influence of determinants of innovative work behavior.

The impact of team psychological safety on employee innovative performance a study with communication behavior as a mediator variable.

This study aims to delve into the impact of team psychological safety on employee innovative performance and to analyze the mediating role of communication behavior in this process. Given the central role of innovation in the sustained competitiveness of enterprises, understanding how team psychological safety promotes employee innovation through communication behavior is of significant theoretical and practical importance. The study employs a structural equation model (SEM) to analyze survey data from 580 employees across various high-tech enterprises. The results indicate that the three dimensions of team psychological safety-team collaboration and understanding, team information sharing, and team give-and-take balance-have a significant positive impact on employee innovative performance. Moreover, communication behavior plays a significant mediating role between team psychological safety and employee innovative performance. This study reveals the positive influence of team psychological safety on employee innovative performance through communication behavior, emphasizing the importance of building a positive team psychological safety environment to stimulate employee innovation potential. It provides empirical evidence for enterprise managers to optimize team communication strategies and enhance employee innovative performance.

Uncovering the dynamics of individual learning and employee adaptability in influencing innovation behavior

The success of organizations in the era of ever-changing business is greatly influenced by the adaptability, creativity, and innovation factors of employees, which are obtained through effective learning. Organizations that implement a learning culture encourage employees to adapt and internalize learning from past experiences. Employees who are active in training become more creative and adaptive, increasing their ability to deal with change. This study aims to explore the relationship between Individual Learning, Employee Adaptability, Employee Creativity, and Employee Innovation Behavior, especially in the State Civil Apparatus (ASN) in South Kalimantan. Through a quantitative approach with analysis using Partial Least Square (PLS), this study found that individual learning significantly affects employee adaptability and creativity, and contributes to their innovative behavior. The results of the study indicate the need for a longitudinal approach to understand the dynamics of changes in employee adaptability and creativity in the context of public services. This study identifies the importance of supporting factors such as management support and work environment that influence employee innovation.

Leading with integrity: illuminating the pathway to positive job outcomes through ethical leadership and CSR

Purpose This paper aims to how ethical leadership influences innovative behavior and employee motivation, focusing on the mediating role of corporate social responsibility within the framework of social exchange theory (SET). Design/methodology/approach Data were collected from 341 bank employees using convenience sampling, and hypotheses were rigorously tested with SPSS 22. Findings The results highlight the significant impact of ethical leadership on enhancing both employee innovation and motivation, with corporate social responsibility initiatives playing a crucial mediating role. Originality/value Drawing on SET, the research illustrates how ethical leadership fosters a reciprocal exchange environment, leading to deeper employee engagement and innovation driven by positive corporate social responsibility practices. By advancing theoretical understanding and providing practical insights, this study offers valuable guidance for organizations aiming to leverage ethical leadership and corporate social responsibility to cultivate a workforce that is both innovative and motivated.

Exploring the impact of egalitarianism on employee proactivity: unpacking the mediating role of relational social capital

PurposeThis study examines how the resource of egalitarianism, at both individual and organizational levels, affects employee proactivity. Specifically, we propose relational social capital is an effective mechanism through which an individual's egalitarian mindset and the organization's egalitarian HR practice facilitate employee proactivity.Design/methodology/approachThis study surveys a sample of 511 knowledge workers employed in small to medium-sized enterprises in Australia and New Zealand.FindingsResults of partial least squares structural equation modeling (PLS-SEM) demonstrate that relational social capital partially mediates the relationship between an egalitarian mindset and employee proactivity and fully mediates the effects of egalitarian HR practice on employee proactivity.Practical implicationsGlobally, a social transformation, particularly around the notions of social responsibility and sustainability, is occurring, and this means increasing numbers of employees support egalitarian ideals. HR practitioners therefore need to be aware of how their human resource management (HRM) system supports this value orientation.Originality/valueThis study illuminates a new performance pathway by highlighting egalitarianism's contribution, as a valuable resource, to organizational and employee innovation. This focus on egalitarianism is both timely and important. This is because the United Nations Sustainable Development Goals, through their support of diversity, inclusiveness and equality, reflect an egalitarian ethos, and managers are becoming increasingly cognizant of the need to embed these values into organizational structures and operational processes.

Organization of Vaccination Sites in Quebec: Perception of Users, Employees and managers

Abstract Since late 2020, vaccination sites have emerged rapidly in order to protect the population against COVID-19. Health services in Montérégie (Québec) are provided by three organizations. Each adopted a different approach to immunization. The Regional Public Health Department took this opportunity to describe, compare, and explain these three approaches. A mixed methods design through a multiple case study was conducted. Users, employees and managers were interviewed at the end of 2021 on several performance-related topics. Individual interviews with employees and managers in mid-2022 further explored these topics. 38 managers, 360 employees, and 946 users participated in the survey. 9 managers and 10 employees were interviewed. Most participants were satisfied with vaccination organization regardless of the model used, mainly because of high geographic and temporal accessibility of the sites. Further signage to indicate directions could optimize accessibility. High adaptability was essential for managers and employees. Training strategies such as people to refer to and pairing allowed to better deal with frequent changes and staff rotation. The addition of ongoing training could be beneficial. Rapid changes in employee schedules were identified as a challenge. The use of technology-based scheduling tools, accessible to all, brought added flexibility, which was appreciated. Several ideas were used to communicate updates on a daily basis. However, timely implementation of new recommendations remained an ongoing challenge. Dedicated clinics for specific clienteles were successful. Community partnerships were generally beneficial, although establishing more of them could potentially reach other vulnerable communities. To improve accessibility and minimize health social inequities, a greater investment in local partnerships might reach more vulnerable clienteles. Regular communication and innovative employee support are key elements to improve fluidity of operations. Key messages • Reaching out for vulnerable clienteles is essential to minimize health social inequities. • Rapid changes in services needs underlign fluidity communication importance.

دور القيادة في تعزيز الابتكار داخل المؤسسات الصغيرة والمتوسطة: دراسة حول كيفية تأثير أساليب القيادة المختلفة على معدلات الابتكار في المؤسسات الصغيرة والمتوسطة

This study examined the role of leadership in fostering innovation within small and medium-sized enterprises (SMEs), focusing on the importance of effective leadership in driving creativity and improving organizational performance. Leaders in SMEs face various challenges related to limited resources and competitiveness in rapidly changing markets. This study analyzes the impact of different leadership styles, such as transformational and motivational leadership, on innovation development in these enterprises. These results were analyzed, and they relied heavily on leadership to encourage contribution, at a rate of 48%, and appeared creative in innovation, as 44.9% of the participants in the questionnaire were, and they only participated in an integral part of the institutions’ culture, and some participants also participated in being involved significant support was not completed, as 34.7% was not completed. The findings reveal that leaders who adopt inspirational leadership styles and encourage creative thinking contribute directly to enhancing innovation levels and increasing the organization's competitiveness. The study offered recommendations to enable leaders to foster an innovative environment by promoting open communication, supporting new experiments, and investing in skill development descriptive principle of Newton's analysis, the questionnaire tool, was used, and the data was analyzed using the Excel program, and several results were reached, the most prominent of which are: that institutions rely heavily on leadership for encouragement, that practicing commerce is important in supporting creative and innovative employees, and that leadership is a small commercial institution. She works largely in the field of health care, and ended up studying after being among the top achievers: Promoting a creative work environment, encouraging effective communication, encouraging cooperation between different teams.

Navigating workplace conflicts and fostering innovative behaviors: the role of job commitment and socio-instrumental ESM utilization

This study explores the dynamics of intersection between workplace conflicts, job commitment, and socio-instrumental enterprise social media (ESM) utilization for improving innovation. This study proposes job commitment as a pivotal mediator that influences employees' attitudinal responses to the array of conflicts encountered in the workplace. Additionally, it introduce socio-instrumental ESM use as a potent moderator, influencing employees' appraisals of workplace conflicts. To illuminate the intricate tapestry of these interactions, we present a moderated mediation model that delineates the complex nomological network governing the interplay among workplace conflicts, job commitment, and the cultivation of innovative behaviors. Based on empirical data encompassing 447 employees, our findings illuminate the distinctive moderating roles played by these socio-instrumental ESM usage. These patterns differentially moderate the connections between workplace conflicts and job commitment, as well as the indirect connections between workplace conflicts and the stimulation of employee innovation through job commitment. This research significantly advances our theoretical understanding of the multifaceted interplay among workplace conflicts, job commitment, socio-instrumental ESM utilization, and employee innovation. Moreover, it offers implications that can faciliate organizational strategies aimed at fostering innovation. By recognizing the pivotal roles of job commitment and socio-instrumental ESM, organizations can strategically harness these factors to cultivate a culture of innovation, positioning themselves for success in an increasingly competitive and dynamic business environment.

Local Ventures’ Shared Leadership Persuasion: How Knowledge Sharing and Interactive Work Culture Influence Employees’ Innovation

This research investigates the effect of shared leadership on employee innovation and the mediating and moderating roles of knowledge-sharing and interactive work culture in the relationship between shared leadership and employee innovation. A total of 840 respondents from 120 local beverage companies in three provinces in Indonesia were selected using purposive sampling. The survey instruments were initially tested for validity and reliability as a preliminary analysis. Data obtained during the survey were then analyzed using the hierarchical regression method with Statistical Package for the Social Science (SPSS). This research reveals that shared leadership positively affects knowledge sharing and employee innovation. In addition, knowledge sharing partially mediates the relationship, while interactive work culture moderates the relationship between shared leadership and employee innovation behavior. This study is among the first to discuss the relationship between shared leadership and employees’ innovative behavior using knowledge sharing as a mediator and interactive work culture as a moderator in the context of local beverage companies in Indonesia.

Transforming Leadership Style: Enhancing Organizational Culture, Innovative Behavior and Employees Performance

Research aims: This study aimed to investigate how positive Employees Performance can be achieved when leadership behavior fosters Organizational Culture and Employees Innovative Behavior.Design/Methodology/Approach: This quantitative study obtained data through an online questionnaire, where responses were collected from 150 employees of private companies in DKI Jakarta area. The data were then analyzed using Structural Equation Model (SEM) with AMOS version 25.Research findings: The results showed that Transformational Leadership had no direct effect on Organizational Culture, Employees Innovative Behavior, or Employees Performance. However, Transactional Leadership had a direct effect on Organizational Culture and Employees Innovative Behavior, but not on Performance. Even when mediated by Organizational Culture and Innovative Behavior, Transformational Leadership still had no effect on Performance. On the other hand, Transactional Leadership, when mediated by Organizational Culture and Employees Innovative Behavior, had more significant influence on Performance.Theoretical Contribution/Originality: This study offered a novel perspective by showing that neither Transformational nor Transactional Leadership had a direct impact on Employees Performance. However, the mediating role of Organizational Culture and Innovative Behavior strengthened the influence of Leadership on Employees Performance.Practitioners/Policy Implications: To improve Employees Performance through Transactional Leadership, leaders should cultivate innovative Organizational Culture and foster Employees Innovative Behavior. In addition, leaders should address deviations in employees behavior and recognize positive contributions, ranging from verbal praise to offering promotion opportunities.Research Limitations/Implications: This study focused on Transformational Leadership, Transactional Leadership, Organizational Culture and Employees Innovative Behavior, as well as Employees Performance. Future studies were recommended to consider adding independent variables such as Creative Self-efficacy and Humble Leadership. Meanwhile, companies were expected to maintain a flexible culture to adapt to changes, and continuously nurture employees' creative ideas by providing opportunities. Leaders should also consistently monitor employees behavior and acknowledge good performance.

Creating airlines’ innovation: linking employees’ perspective of service quality, intellectual capital and innovation performance

ABSTRACT This study investigates various dimensions, including service quality, absorptive capacity, innovation performance, and intellectual capital (specifically organisational capital, social capital, and human capital), within the context of the airline industry. A survey questionnaire was administered to airline employees during the COVID-19 pandemic. The findings indicate that service quality has the potential to generate favourable innovation outcomes, such as increased absorptive capacity, thereby further enhancing employee innovation performance. Service quality is also found to have a simultaneous positive impact on human capital, leading to increased innovation performance and absorptive capacity. Therefore, organisations should prioritise the development of absorptive capacity to enhance both human capital and the accumulation of intellectual capital. Furthermore, both organisational capital and human capital play a vital role in these intricate strategy decision procedures. These factors play a crucial role in strengthening the connections between service quality and innovation performance.

Supervisor developmental feedback and employees' proactive innovation behavior

We applied conservation of resources theory to analyze how and when supervisor developmental feedback affects employees' proactive innovation behavior. Using a three-wave online questionnaire, we collected data from 298 full-time employees in central China. The results of structural equation modeling indicated that supervisor developmental feedback was positively related to employees' proactive innovation behavior, and emotional exhaustion played a mediating role in this relationship. Additionally, growth need strength moderated the relationship between supervisor developmental feedback and employees' emotional exhaustion. The findings contribute to research on the relationship between supervisor developmental feedback and employees' proactive innovation behavior, and have practical managerial implications for organizations seeking to boost employee innovation.

Effect of Organizational Reward System on Employee Service Delivery in Public Institutions in South East Nigeria

The study examined effect of organizational reward system on employee service delivery in Public Institutions in South East, Nigeria. The research design utilized a descriptive research approach. Data collected for the study were presented with descriptive statistic using tables, mean, standard deviations while the one sample t-test was used to test the hypotheses. The study revealed that Organizational reward system had a significant effect on employee productivity in public institutions in South East, Nigeria, that organizational reward system did have a significant effect on employee innovation and creativity in public institutions in South East, Nigeria and that organizational reward system had a significant effect on employee team work and collaboration in public institutions in South East, Nigeria. The study therefore recommends thatorganizational reward systems exert a significant and positive influence on employee performance in Public Institutions in South East, Nigeria.

Professional Doctorate in Primary Care (DPAPS): a legacy for the Rio de Janeiro SUS.

Since 2009, the Municipal Health Secretariat of Rio de Janeiro (SMS-RJ) has encouraged the creation of a Master's degree in primary health care at the National Health School/Fiocruz (ENSP/Fiocruz). In the following decade, this proposal became one of the main lines of the institution's professional stricto sensu postgraduate program, which culminated in CAPES approving the first professional doctorate class in the history of Fiocruz-RJ offered in 2024. The class comprises primary health care (PHC) students from Rio's SUS and Fiocruz employees in science, technology and innovation. Regarding the profile of the PHC students, the highlights were women (61.5%), a degree in medicine (53.8%), a mean of 15 years since graduating, 10 years working in PHC, graduates of a medical or multiprofessional residency course (69.2%) and a Master's degree in primary care from ENSP/Fiocruz or UFRJ (84.6%). The SMS-RJ thus leaves a legacy for Brazilian Public Health as a leader in the promotion of Fiocruz-RJ stricto sensu professional training programs, innovating in the end-of-course work, reviving the presence of doctors in the classes and bringing the contributions of the Portuguese SNS, a source of inspiration for the PHC reform undertaken in Rio de Janeiro, to the Rio de Janeiro SUS debate.

From Bystander to Protector: Reducing Impact of Cyberbullying on Employee Innovation Behavior Through Bystander Intervention

From Bystander to Protector: Reducing Impact of Cyberbullying on Employee Innovation Behavior Through Bystander Intervention

TEACHING INFORMATION LITERACY: EFFECTIVE STRATEGIES

Being information literate is crucial for today's pupils if they are to become tomorrow's self-directed learners and innovative employees. Current information literacy (IL) pedagogical practices, however, have not necessarily been effective in providing students with the tools necessary for thorough research and memory recall. Therefore, effective instructional strategies are of utmost importance in IL education. The working hypothesis of this study is that students will have an easier time learning IL skills if they are able to include their interests—which are influenced by their dominant intelligences—into their coursework. As a result, the quality of their work would improve. Using a well-established educational approach—Gardner's idea of multiple intelligences—a course was developed to provide students with the IL skills they would need to test these postulates via project work. What followed was a comparison of the two groups' project quality: the experimental and control groups. Project results were much better for students who had received IL instruction that included the use of learning styles

Error management atmosphere, employee career resilience and employee innovation behavior: The mediating role of psychological empowerment

In order to study the specific influence path and mechanism of different dimensions under error management culture on employees' innovation behavior, this paper takes the perception of error management atmosphere and employee career resilience as independent variables, psychological empowerment is taken as intermediary variable, active innovation motivation is taken as the moderating variable of psychological empowerment and employee innovation behavior, and employee innovation behavior is taken as the dependent variable. This paper systematically discusses the multi-dimensional and multi-level relationships among error management culture, employee occupational resilience, psychological empowerment, active innovation motivation and employee innovation behavior. The research finds that by enhancing employees' psychological empowerment, that is, making them feel the meaning, self-efficacy, self-determination and influence of work, enterprises can stimulate employees' intrinsic motivation and encourage them to be more actively involved in innovation activities. This research not only enriches our understanding of how organizational culture shapes the way employees behave, but also reveals the critical role that individual employee traits (such as occupational resilience) and psychological states (such as psychological empowerment) play in the innovation process. This paper provides some suggestions on how to build a culture that encourages innovation and tolerates errors.

Improving employee Innovation Behavior for better future in Electrical Industry

Improving employee Innovation Behavior for better future in Electrical Industry