Employee Innovative Behavior Research Articles

Work Autonomy and Task Variety on Employee Innovative Behavior in Chinese Media Industry, Intrinsic Motivation as a Mediator

Work Autonomy and Task Variety on Employee Innovative Behavior in Chinese Media Industry, Intrinsic Motivation as a Mediator

Fostering innovative behaviours of public sector employees: the potency of innovation-based HR practices, risk propensity and error tolerance

PurposeAlthough the innovative behaviour of public employees is critical for the creation of public value and meeting of public interests, the authors are uncertain about the role of the human resource (HR) system in affecting individual behaviour as past studies tended to discuss innovation at the organisational level of analysis. Based on corporate human resource management (HRM) literature, the authors draw from the ability-motivation-opportunity (AMO) model to examine the influence of innovation-based HR practices on work-related risk propensity and innovative behaviour and the moderating role of perceived error tolerance of public sector organisations.Design/methodology/approachDyadic data were collected from supervisors and their subordinates in various public sector organisations in the UAE. The authors collected valid responses from 100 managers and 200 employees.FindingsThis study's findings demonstrate that the HR system in the public sector shapes employees' behaviour at the individual level of analysis, consistent with the corporate HRM literature. The authors reveal that innovation-based HR practices significantly promote employees' innovative work behaviour because they trigger their inclination and disposition to take risks. Furthermore, the authors provide evidence that such risk-taking propensity at work is heightened under the conditions of a high level of error tolerance by the organisational management.Practical implicationsThis study's findings point out the importance of implementing innovation-based HR practices, such as recruitment, reward and training, to drive public sector employees' innovative work behaviour as they could galvanise their risk-taking propensity and, subsequently, innovative behaviour. Public sector managers also need to develop an innovation culture tolerant toward employees' mistakes to further foster employees' work innovativeness. Policy wise, this study's findings could be integrated into the national innovation strategy to drive the national growth in the UAE.Originality/valueThis study sheds light on the drivers behind innovative behaviour among public employees, which is a less researched area, especially in a non-Western context.

Organizational environments, work characteristics and employee innovative behavior in the digital age: an fsQCA approach

Purpose For start-ups or growing firms, to effectively navigate the unpredictable nature of digital development and achieve superior innovative performance, it is crucial to have a workforce comprised of creative and innovative employees. Drawing upon the principles of social information processing theory, this study aims to investigate whether specific combinations of organizational internal and external environments, as well as work characteristics in the digital age, can foster a high level of employee innovative behavior. Design/methodology/approach By collecting a multilevel and multisource data set comprising 693 employees and 88 CEOs from 88 start-ups or growing firms, this study used fuzzy-set qualitative comparative analysis to examine the distinctive configurations associated with achieving a high level of employee innovative behavior. Findings The study found that six solutions enabled employees to innovate more effectively, but six solutions led to the absence of employee innovative behavior. Research limitations/implications The findings of this study offer important theoretical and practical implications to motivate employee innovative behavior in Chinese enterprises. Originality/value First, this study contributes to the literature on employee innovative behavior by addressing the need to explore the impact of the digital context on promoting innovation among employees. Second, this study adds to the existing literature on employee innovation and entrepreneurship by examining multiple organizational contexts and their influence on innovative behavior. Third, this study makes a significant contribution to the field of employee innovative behavior by examining the macroenvironment surrounding digital transformation within enterprises and integrating both internal and external organizational factors.

Role of Organizational Trust as Mediation on the Effect of Knowledge Management on Innovative Behavior

This study aims to analyze the direct effect of knowledge management on innovative behavior and examine the mediating role of organizational trust in the relationship. The sample used was 94 employees of manufacturing companies in the Bekasi area. Data collection using a 5-point Likert scale questionnaire. The data were analyzed using Partial Least Square (PLS) to test the research model and its hypotheses. The results prove that knowledge management has a significant positive effect on increasing innovative behavior. In addition, knowledge management is also proven to increase organizational trust. On the other hand, organizational trust has a significant positive effect on increasing employee innovative behavior. The results of path analysis also prove that organizational trust significantly mediates the effect of knowledge management on increasing innovative behavior. Thus this study succeeded in proving the proposed research model along with the four hypotheses. The practical implication is that companies need to pay balanced attention to the implementation of knowledge management programs and the cultivation of organizational trust in order to create an environment conducive to the growth of employee innovative behavior.

Shaping Startup Culture in Croatia: The Role of Internal Marketing in Fostering Growth

Abstract Background The startup scene in Croatia has been accelerating in development in the last decade, partly due to the available European Union funds. Organisational culture is one of the main prerequisites for the growth and development of successful startups. Internal marketing is often crucial to reshaping positive organisational culture and fostering innovative employee behaviour. Objectives The purpose of this article was to investigate a main characteristic of the startup culture in the Republic of Croatia in order to recommend actions and activities of internal marketing that can help companies achieve their goals faster by engaging and motivating their employees and fostering a positive culture change. Methods/Approach Survey research was conducted on a sample of employees of Croatian startups. The main informant approach was used to collect the answers. Results The analysis reveals that as startups grow, they enhance gender diversity and opportunities for idea sharing yet face challenges in maintaining autonomy and constructive feedback. Additionally, mentoring, as one of the venues of internal marketing within startups, significantly bolsters adherence to company principles and fosters a culture of constructive problem-solving, highlighting the critical role of mentorship in shaping a positive organisational environment. Conclusions Results show that startups in the Republic of Croatia still have an opportunity to develop further and improve employee-focused culture and to apply several internal marketing activities in order to engage and retain their employees, such as internal communication, professional development, employee benefits, employee recognition and employee engagement.

Associations among Challenge Stress, Hindrance Stress, and Employees' Innovative Work Behavior: Mediation Effects of Thriving at Work and Emotional Exhaustion

ABSTRACTEmployees' innovative work behavior (IWB) is one of the key factors in improving organizational competitiveness. Previous studies show that challenge and hindrance stress can impact employees' IWB, but our understanding of the exact mechanism underlying the impact is still limited. The present study employed four scales (Challenge and Hindrance Stress Scale, Thriving at Work Scale, Chinese Emotional Exhaustion Scale, and Employee Innovative Behavior Scale) to collect questionnaire data from 789 employees in diverse organizations via an online platform. A two‐path mediation model was constructed. The results show that: (a) challenge stress positively predicted thriving at work and IWB; (b) thriving at work played a partial mediation effect between challenge stress and IWB; (c) hindrance stress negatively predicted thriving at work and positively predicted emotional exhaustion; and (4) hindrance stress did not directly impact IWB while thriving at work and emotional exhaustion were main mediators in the relationship between hindrance stress and IWB. These findings suggest that employees should sensibly cope with different work stresses, while managers should plan work tasks scientifically and give employees adequate opportunities to learn and rest in order to keep them in a positive state to solve problems and work creatively.

CEO entrepreneurial orientation, human resource management systems, and employee innovative behavior: An attention‐based view

AbstractResearch SummaryChief executive officer (CEO) entrepreneurial orientation (EO) is an emerging topic within entrepreneurship research. This research offers the attention‐based view (ABV), and its principles of attentional focus, situated attention, and structural distribution of attention to explain how CEO EO fosters an innovative organizational workforce. We theorize that CEO EO predicts lower‐level employee innovative behavior when their top managerial attentional focus on entrepreneurship is translated into high‐performance work practices, which structurally distribute their strategic attention throughout the organization and promotes a situated attentional condition for employees emphasizing innovation. Moreover, we consider (a) human‐resource management (HRM) perceived importance and (b) departmental functional foci as boundary conditions. Using a multi‐level and multi‐source sample from 152 Chinese firms, results support our arguments.Managerial SummaryEmployee innovative behavior is critical to firm growth, renewal, and sustainability. By collecting and analyzing data on 2745 employees nested in 586 departments nested in 152 organizations, we examine the critical role that human resource management (HRM) systems and high‐performance work practices may play in translating a CEOs emphasis on entrepreneurial activity into employee innovative behavior. We offer and observe support for an attention‐based perspective that HRM systems serve as “attentional structures” which channel CEO preferences to lower‐organizational levels. Our results further indicate that an embrace of HRM as a strategic priority among top managers, as well as whether employees are in “boundary spanning” input–output areas of the business, to be meaningful factors which strengthen the effect of HRM‐based attentional structures upon employee innovative behavior.

THE IMPACT OF THE EFFECT OF ORGANIZATIONAL CULTURE ON EMPLOYEE INNOVATION BEHAVIOR THE MEDIATING ROLE OF VALUE PROPOSITIONS

The purpose of this study is to explore the relationship between organizational culture, employee innovative behavior, and value proposition, and to further analyze the influencing mechanisms involved. By using validated measurement tools, we investigated the effects of factors such as gender, age, and education on these variables, and examined the interactions between organizational culture and employee innovation behavior, and the mediating and moderating roles of value proposition therein. This study is based on the literature between 2018 and 2022, and a large amount of data was collected using questionnaire methods, and the data was processed using appropriate statistical analysis methods. It was found that factors such as gender, age and educational qualifications do not significantly influence the relationship between organizational culture, employee innovative behavior and value proposition. However, it was observed that there is a strong correlation between organizational culture and employee innovative behavior and organizational culture has a positive impact on employee innovative behavior. In addition, the value proposition played a mediating role between organizational culture and employee innovative behavior, but had no significant effect on the moderating role.These findings have important implications in both theory and practice. At the theoretical level, this study provides new perspectives and evidence on the relationship between organizational culture, employee innovation behavior, and value proposition. At the practical level, this study provides some insights to help organizations better understand and guide employee innovative behaviors and management strategies in different cultural contexts. However, there are some limitations in this study, such as limitations in sample selection and survey methodology. Future research could further delve into the relationship between these variables and consider more influencing factors and moderating variables.

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

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.

The impact of perceived organizational support on employees’ knowledge transfer and innovative behavior: comparisons between Taiwan and mainland China

This study investigates the correlations among perceived organizational support (POS), self-efficacy, knowledge transfer, and innovative behaviors of employees in the information service companies of Taiwan and mainland China using goal-oriented behavior and social identity theory. A structural model was built, and data were collected through a survey conducted in two rounds, two months apart, during the COVID-19 pandemic. The results indicate that POS significantly affects innovation behavior and self-efficacy in both regions, and self-efficacy plays a key mediating role in the research model. However, the relationship between POS and knowledge transfer was non-significant for mainland China. The study also reveals that the culture of knowledge sharing in the organization can promote employees’ innovation, knowledge sharing behavior, communication, and knowledge transfer. The findings imply that managers should provide organizational support to improve employees’ innovative minds and self-belief, particularly during the pandemic. This research fills a theoretical gap by applying Western theories in an Eastern context and broadening the generalization of the theory. It provides practical implications for improving the quality of human resources by suggesting that managers should provide organizational support to improve employees’ innovative minds and self-belief, particularly during a pandemic. Additionally, it contributes to the literature by examining how cross-cultural differences affect the relationships among POS, self-efficacy, knowledge transfer, and innovative behavior. This study also enriches the literature about employees in particular regions and their service innovation behaviors.

How does a good leader–member relationship motivate employees' innovative behaviour?

PurposeEnterprise innovation depends on the innovative behaviour of employees. The relationship between leaders and employees has a significant impact on employees' attitudes and behaviours. Therefore, it is of great practical significance to explore how a good leader–member relationship (LMR) motivates employees' innovative behaviour.Design/methodology/approachBased on 316 questionnaires completed by the members of 53 organisations, SPSS 25.0, Mplus 8.0 and HLM 6.08 were used to analyse the internal mechanisms of LMRs and employees' innovative behaviour.FindingsThe study identified the following findings: first, LMR was positively correlated with employees' innovative behaviour; second, perceived supervisor support and followership behaviour played mediating roles between leader–member relationship and employees' innovative behaviour and third, organisational political climate was negatively correlated with employees' innovative behaviour and played a moderating role in the relationship between LMR and employees' innovative behaviour.Originality/valueThe results of this study have clarified the transmission mechanism between LMRs and employees' innovative behaviour while providing useful references for improving the effectiveness of human resource management in organisations.

Effect of paradoxical leadership on employee innovation behavior in a Confucian context

Effect of paradoxical leadership on employee innovation behavior in a Confucian context

Role of Green Dynamic Capabilities on Environmental and Social Innovation Behavior: Mediating of Green Creativity and Moderating of Innovation Proclivity

The pharmaceutical industry has recently faced many environmental challenges and pressures due to increased environmental awareness. Prior researchers have found that green dynamic capability and green creativity are important aspects of sustainable growth and can provide a competitive edge. On the other hand, enhancing the environmental and social innovation behavior of employees through green dynamic capability and green creativity involves various issues, and there is a need to address these challenges. Therefore, this study’s objective is to examine the influence of green dynamic capability on environmental and social innovation behavior with the mediating role of green creativity and the moderating effect of a manager’s innovation proclivity. This study applied the partial least squares structural equation modeling (PLS-SME) method to test the hypotheses on a sample of 320 employees working in pharmaceutical industries in China. The main results are as follows. (1) Green dynamic capability positively influences green creativity and environmental and social innovation behavior. (2) Green creativity has a significant indirect effect on the relationship between green dynamic capability and social innovation behavior. (3) Managers’ innovation proclivity is significantly associated with green creativity and moderates the link between green dynamic capabilities and green creativity. This study provides theoretical and practical guidance for practitioners and policymakers to gain a better understanding of how to enhance green dynamic capability and green creativity to achieve the desired environmental and social innovation behavior for sustainability goals.

Impact of e-leadership on organizational innovation performance: Role of employee followership

To investigate the influence of E-Leadership on organizational innovation performance (OIP), data from previous studies were analyzed, and a theoretical model containing E-Leadership, employee innovation behavior (EIB), followership, and OIP was constructed using the theoretical frameworks of the Supervisor's Organizational Embodiment (SOE) theory, social learning theory, and "social man" hypothesis. Subsequently, to investigate the interrelationships of E-Leadership, followership, and OIP, 372 questionnaire responses were collected from workers at representative Chinese foreign export enterprises, and data were analyzed using a manager–employee-matched design. Data analysis showed that: (1) The six dimensions of E-Leadership have a positive impact on OIP, (2) EIB mediates the effect of the six E-Leadership dimensions on OIP, and (3) The effects of E-Communication, E-Change, and E-Tech on EIB are negatively moderated by followership. Therefore, the findings suggest that organizations can improve innovation performance by improving managers' E-Leadership. At the same time, they should effectively influence employees' followership to prevent reductions in innovation behavior due to over-compliance with managers. This study not only provides a reference for enterprises to improve their OIP but also promotes theoretical research on E-Leadership.

Retracted: Psychological Contracts and Employee Innovative Behaviours: A Moderated Mediation Effect Model

Retracted: Psychological Contracts and Employee Innovative Behaviours: A Moderated Mediation Effect Model

Green human resource management practices and employee innovative behaviour: reflection from Ghana

PurposeThis paper aims to investigate the relationship between green human resource management (GHRM) practices and employee innovative work behaviour in the hospital. Although previous studies have examined the association between GHRM and various organisational outcomes, its nexus with employee innovative work behaviour has been largely unexplored.Design/methodology/approachThis study used a quantitative approach and tested hypotheses. The research design adopted both an explanatory and descriptive approach since there were limited past data or studies to reference. The study population was human resource and administrative managers at Korle Bu Teaching Hospital who have implemented GHRM practices. The sample size consisted of 264 respondents, selected using simple random sampling. Data were collected through structured questionnaires.FindingsThe collected data were analyzed using descriptive statistics, correlation and regression analysis. The results revealed that green training, green hiring and green compensation were significant predictors of innovative work behaviour among employees.Originality/valueThis study contributes to the understanding of the impact of GHRM practices on employee innovative work behaviour in the healthcare sector. The study recommends that organisations should view their training investments as financial investments and focus on hiring individuals with strong environmental sensibilities. Additionally, effective reward criteria should be developed to promote GHRM practices.

Dual-Path Effects of the Relationship between Multiple Identities and Employee Innovative Behavior: The Moderating Role of the Situational Aesthetic

Multiple identities of employees are different and will tangibly or intangibly influence innovative behavior of employees. Based on social identity theory, this study examines the relationship between multiple identities of employees and innovative behavior of dual paths (future time perspective and work-family conflict), and further explores whether employees have a moderating effect on the aforementioned relationship under the situational aesthetic. In this study, 1,019 cross-industry employees were selected as research objects. Results include: (1) the higher the level of multiple identities, the more the employees exhibit innovative behavior; (2) the future time perspective mediates the relationship between multiple identities and innovative behavior; (3) multiple identities reduce the performance of employees' innovative behavior through increases in work-family conflict.; and (4) the situational aesthetic has a moderating effect on the relationship between work-family conflict and innovative behavior. When the situational aesthetic is high, the higher the employee’s work-family conflict, the greater the employee’s innovative behavior. By contrast, when the situational aesthetic is low, the higher the employee’s work-family conflict, the lower their innovative behavior. Finally, this study discusses the theoretical and managerial implications.

Role of Work-Family Conflict on Work Performance Among Employees in Chinese National AMCS

Purpose: The objective of this study was t to investigate the impact of work-family conflict on work performance, with a particular focus on the mediating role of employee innovative behavior and the moderating role of creative self-efficacy, based on the principles of the Stimulus-Organism-Response (SOR) theory among employees in Chinese national AMCs. Theoretical framework: Recent literature has reported good results in work-family conflict in work performance (Hendra and Made, 2019). However, there is still much to investigate and learn about WP because it is a recent development. Design/Methodology/Approach: This study adopted SEM (Structural Equation Modeling) research method and using the software PLS 3.0 processing data collected from 548 questionnaires distributed through email-box to the general employees of four main cities of the four national AMCs in China. Findings: Based on this study, it can be concluded that work-family conflict has a significant negative impact on work performance in the AMC industry. Higher levels of work-family conflict leading to lower work performance. However, employee’s creative self-efficacy and innovative behavior can improve their performance. Research, Practical & Social implications: This study contributes to the existing literature exploring the role of work-family conflict as a negative factor affecting employees' work performance within the framework of the Stimulus-Organism-Response (SOR) theory. Practically, this study provides valuable guidance for managers in noticing and addressing specific challenges within China's national AMCs. We suggest a future research of framework in this research in other industries or countries with different cultural, economic, and organizational contexts with longitudinal or experimental designs. Originality/Value: The results highlight the relevance of the SOR framework in guiding managerial considerations, addressing practical problems, and fostering positive work environments that lead to improved work performance in national asset management companies.

Exploring The Impact of Platform Leadership on Innovative Behavior: A Sequential Explanatory Mixed Method

Platform leadership is a new leadership model characterized by "empowerment," "growth," and equal sharing. As the Chinese economy transitions to innovation-driven high-quality development, the innovative capabilities of employees directly impact the long-term development of companies. It is worth further exploring how Platform leadership influences employee innovation behavior and capability. This study adopts a mixed research method, starting with quantitative analysis followed by qualitative analysis.Drawing upon social exchange theory, social learning theory, and the ability-motivation-opportunity theory, this study introduces organizational learning, knowledge sharing, coworker support, and psychological empowerment as mediating variables, constructing a multiple mediation model of Platform leadership's influence on innovation behavior. Study One analyzes the questionnaires of 550 employees using a structural equation model and verifies the multiple mediating effects of the model using bootstrap. Study Two conducts semi-structured interviews with 24 employees, and through data mining analysis using tools like Python and the open-source tool "Weiciyun," explores the underlying mechanisms between Platform leadership and innovation behavior. Finally, the conclusions from Study One and Study Two are compared. Platform leadership has a positive and significant influence on organizational learning, knowledge sharing, coworker support, and psychological empowerment. Organizational learning, knowledge sharing, and psychological empowerment have a positive and significant influence on innovation behavior. Platform leadership influences innovation behavior through organizational learning, knowledge sharing, and psychological empowerment, with organizational learning having the greatest mediating effect. The mediating effect of coworker support and the influencing mechanism between platform leadership and innovation behavior require further research and verification.

A MODEL ON THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP, TRANSACTIONAL LEADERSHIP, ENTREPRENEURIAL LEADERSHIP, AND THE INNOVATION PROCESS

To enhance competitiveness, organisations should excel in adopting new business processes and ensuring the successful implementation of innovative projects. This study examined the impact of transformational, transactional, and entrepreneurial leadership styles on the innovation process, with a focus on employee innovative behaviour and the climate for innovation as mediating factors. A total of 303 participants from three organisations in the financial services sector (banking and insurance) in Namibia took part in the study. The findings suggest that employing transactional and entrepreneurial leadership styles proves beneficial for fostering innovation within organisations. Specifically, entrepreneurial leadership demonstrates positive effects on both employees’ innovative behaviour and the establishment of an innovation-friendly climate. The study reveals that a conducive climate for innovation significantly contributes to overall innovation. Moreover, the results indicate that only the climate for innovation serves as a significant mediator in the relationship between transactional leadership and the innovation process, as well as between entrepreneurial leadership and the innovation process.