Employee Innovative Behavior Research Articles

Research on Work Motivation and Innovative Behavior

With the continuous progress of science and technology, the output of employees' innovative behavior in the work scene becomes more and more valuable. However, how to develop employees' innovative behavior is worth thinking about. This study reflects that there is a positive correlation between employee motivation and innovative behavior. The premise of improving employees' innovative behavior is based on giving employees effective external motivation. If employees are motivated by their love of work and willingness to pay for it, then innovative behavior will be greatly improved. Other than that, the leadership style plays an important role. Leaders not only need to encourage innovation through positive incentives and resource support but also need to demonstrate the value of innovation through their own behavior. A leader's openness and commitment to innovation can greatly influence employee behavior and organizational culture. To sum up, through the comprehensive use of a variety of incentive means and culture-shaping strategies, accompanied by the active participation of leaders, the innovative behavior of employees can be effectively cultivated and promoted, thus bringing long-term competitive advantages and development potential to the organization.

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.

A study of the effect of team diversity on employee innovative behavior: The mediating role of psychological capital

In today's extremely competitive market environment, employee innovative behavior determines the innovation ability of the enterprise, and the innovation ability of the enterprise determines whether the enterprise can survive and develop under brutal market competition; thus, enhancing employee innovative behavior becomes critical for the long-term survival and development of the enterprise.This paper delves into the theoretical mechanisms by which team diversity and psychological capital affect employee innovative behavior. It leverages social identity theory and conservation of resources theory to provide a comprehensive understanding of these research. The study suggests that psychological capital acts as a mediator in this relationship, serving as a key factor that connects the elements of team diversity with the outcomes of employee innovative behavior. To empirically validate the proposed research model, which connects team diversity, psychological capital, and employee innovative behavior, the study gathered data from a national survey, resulting in 387 valid responses. The analysis employed PLS-SEM to conduct reliability and validity assessments, as well as tests for direct and mediating effects. The research results show that team information diversity can directly and significantly affect employee innovative behavior, team underlying diversity does not directly influence employee innovative behavior; team informational diversity significantly impacts employees' self-efficacy, optimism, hope, and resilience, team underlying diversity significantly affects self-efficacy, optimism, and resilience, but not hope; Self-efficacy and hope do not influence employee innovative behavior, resilience and optimism significantly influence employee innovative behavior. optimism and resilience play a partially mediating role between team information diversity and employee innovative behavior; and optimism and resilience play a completely mediating role between team underlying diversity and employee innovative behavior.

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

Internal marketing orientation and employee innovative behaviour: the mediating role of workforce agility and moderating role of psychological empowerment

Internal marketing orientation and employee innovative behaviour: the mediating role of workforce agility and moderating role of psychological empowerment

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

How leader bottom-line mentality impedes employee innovative behavior: a Pygmalion effect perspective

How leader bottom-line mentality impedes employee innovative behavior: a Pygmalion effect perspective

Organizational support, job engagement and employee innovation behavior: Basis for tourism enterprises performance improvement framework

Organizational support, job engagement and employee innovation behavior: Basis for tourism enterprises performance improvement framework

Psychological Capital and Innovative Behavior: Examining the Mediating Role of Organizational Support

This study examines the influence of psychological capital on innovative behavior of managerial level employees of star rated hotels in Kathmandu valley emphasizing the mediating role of organizational support. To achieve the stated objectives, descriptive and casual comparative research design was used. The data were collected from the primary source using a structured questionnaire administered through convenience sampling technique. The respondents comprised 205 managerial level employees working in different departments of star hotels in Kathmandu, Nepal. The Process macro 4 Hayes, (2022) was used for analyzing the structural relationships among the constructs. The findings reveal that psychological capital has no significant effect on innovative behavior of employees. Furthermore, the study finds that organizational support mediates the relationship between psychological capital and innovative which may be achieved by providing resources, encouragement, and a conducive environment. This study highlights the mediating role of organizational support to enhance the innovative behavior of employees. The outcomes of the study explore how organizational support mediates the relationship between Psychological Capital and innovative behavior, providing new insights into the mechanisms that drive innovation in the workplace. The findings can help managers fostering strong organizational support which significantly enhance the innovative behavior of employees. Managers should focus on creating a supportive work environment that nurtures employees' psychological capital to drive innovation and maintain a competitive edge. To enhance the generalizability of this research, it would be beneficial to include a larger sample size, particularly from larger companies. Expanding the study to include international perspectives and utilizing a mixed-method approach could also provide deeper insights to the study

The Role of Transformational Leadership, Team Effectiveness and Well-Being in Predicting Employee Innovation Behavior in the Culinary Sector

This study aims to explore the relationship of transformational leadership roles, team effectiveness, and well-being with employee innovation behavior in the context of the culinary sector marked as city branding product. This study uses quantitative methods by collecting data through the distribution of questionnaires to employees of culinary sector businesses where the culinary includes city branding products. The results of the data analysis showed that transformational leadership and team effectiveness had a positive relationship with employee innovation behavior, while employee well-being has no relationship with employee innovation behavior. These findings provide important insights for managers and leaders in the culinary sector in understanding the factors influencing employee innovative behaviour in the organizations producing products marked as an icon of the city.

The Effect of Ethical Leadership on Innovative Work Behaviors: A Mediating–Moderating Model of Psychological Empowerment, Job Crafting, Proactive Personality, and Person–Organization Fit

The study assesses a model designed to investigate the mediating impact of psychological empowerment, job crafting, and proactive personality, and to examine the moderating influence of person–organization fit on the relationship between ethical leadership and employee innovative behavior. A sample of 782 full-time employees from various industries in Jordan were surveyed to gather data on ethical leadership, innovative work behaviors, psychological empowerment, job crafting, proactive personality, and person–organization fit. The study employed an empirical research design, with data collected through surveys. The results reveal a positive correlation between ethical leadership and innovative work behavior, with psychological empowerment, job crafting, and proactive personality as the mediators in this relationship. The link between ethical leadership and innovation work behaviors is also moderated by person–organization fit. The study’s model suggests that ethical leadership practices enhance innovation. Prioritizing ethical principles, transparency, fairness, trust, and accountability cultivates a culture valuing ethics and encouraging innovation. The results provide insights to boost empowerment and proactive behaviors and highlight the importance of a person–organization fit that aligns values for an innovation-friendly workplace. Fit considerations should also be incorporated in recruitment and retention processes. The study makes significant theoretical contributions by synthesizing insights from ethical leadership theory and developing a comprehensive framework to understand how ethical leadership influences innovative work behavior. The research also extends prior work by examining the moderating role of person–organization fit by emphasizing the importance of aligning individual and organizational values in fostering innovation.

The Role of Intrinsic Motivation and Psychological Empowerment in the Relationship of Transformational Leadership and Employees Innovative Behavior Post COVID-19 Pandemic

Innovative work behavior provides opportunities for implementing better work systems in carrying out tasks. Transformational leadership, intrinsic motivation and psychological empowerment play a role in encouraging employee innovative behavior. COVID 19 pandemic forces every employee to increase innovative behavior in facing work challenges after this era. There are two aims of this research. First one, exploring the influence of transformational leadership, intrinsic motivation and psychological empowerment on employee innovative work behavior after COVID-19 pandemic. Secondly, exploring intrinsic motivation and psychological empowerment moderating role in this relationship. Non-probability random sampling used for sample collection where the researcher determined three criterias that respondents needed to meet. The data of this research were analyzed by testing the measurement model, structural model and testing the hypotheses using Structural Equation Modeling with SMART-PLS. The results obtained are a) Transformational leadership influences employee innovative work behavior, b) intrinsic motivation influences employee innovative work behavior, c) intrinsic motivation doesn’t moderate the relationship between transformational leadership and employee work innovative behavior, d) psychological empowerment influences employee innovative behavior, and e) psychological empowerment doesn’t moderate transformational leadership on employee innovative work behavior.

How does organizational support for creativity affect research and development (R&D) employees’ innovative behavior?

Purpose: This study aimed to investigate the relationships among organizational support for creativity, employees’ creative self-efficacy, job satisfaction, and employees’ innovative behavior in the Chinese pharmaceutical manufacturing industry.Design/methodology/approach: A quota sample (n = 385) and a quantitative research methodology were employed in this study.Data from R&D staff at Chinese pharmaceutical manufacturing companies was gathered using an online survey. The study examined the validity and reliability of the measuring tools as well as the variables’ correlation analysis. Using structural equation modeling (SEM), hypotheses were investigated. The specific indirect impacts were quantified through the use of bootstrapping.Findings:The investigation indicates that organizational support is positively related to employees’ innovative behavior. Employee inventive behavior and organizational support for creativity are positively impacted by the twin mediation roles that creative self-efficacy and work satisfaction levels play. Job satisfaction was found to have a greater impact on inventive behavior among employees compared to creative self-efficacy in terms of size. Research, practical, and social implications: In addition to fostering the interdisciplinary application of psychology and organizational behavior, this study creates a dual-mediation model that bridges the gap in the mechanisms of individual cognitive and attitudinal roles between organizational support for creativity and employee innovative behavior. Furthermore, this research advances management strategies and fosters innovation in the pharmaceutical manufacturing sector.Originality/value: From the perspective of individual perceptions and attitudes, this study examined the mechanism of action between employees’ innovative behaviors and the organizational support for creativity among employees. This investigation offers a fresh viewpoint on the factors influencing employees’ innovative behaviors. The research enhances our comprehension of the correlation between employee job contentment, their belief in their creative abilities, and their capacity for innovative performance. The outcomes of the study can offer valuable perspectives for executives in the business realm.

Is training important for employee innovative behaviors: mediating role of knowledge sharing and hiding

ABSTRACT Competition in today’s corporate environment pressures organizations to develop creative employee behaviors to generate organizational success. This research aims to assess the reasons for innovative employee work behaviors (IWB) such as training, knowledge sharing, and knowledge hiding in the Kurdistan region of Iraq. Data were collected from 240 employees from various service organizations in the Suleymaniyah and analyzed using structural equation modeling (SEM). The results show that training improved both knowledge sharing and IWB. Furthermore, knowledge sharing significantly mediated the link between training and IWB. Nevertheless, knowledge hiding did not have any significant impact on employee IWB. These findings emphasize the importance of training and KS in improving IWB in businesses.

Flexibility-Oriented Human Resource Management and Employee Innovative Behavior

Flexibility-Oriented Human Resource Management and Employee Innovative Behavior

Exploring the Multifaceted Antecedent Configurations of Employee Innovative Behavior

Exploring the Multifaceted Antecedent Configurations of Employee Innovative Behavior

Can Self-Sacrificial Leadership Fuel Employee Innovative Behavior?

Can Self-Sacrificial Leadership Fuel Employee Innovative Behavior?

The Effects of Positive Psychological Capital on Innovative Behavior and Turnover Intention of the Start-ups employees: Focused on the Moderating Effects of Gender and Job Position

The Effects of Positive Psychological Capital on Innovative Behavior and Turnover Intention of the Start-ups employees: Focused on the Moderating Effects of Gender and Job Position