Individual Innovative Behavior Research Articles

Toward a better understanding of self‐regulation promoting interventions: When performance management and job crafting meet

AbstractOrganizations utilize self‐regulation promoting interventions to empower employees in managing challenges and resources autonomously. However, there is limited understanding of how these interventions impact employee task performance and innovative behavior, as well as which processes are critical for their effectiveness. Therefore, a field experiment was conducted to examine the effects of two self‐regulation promoting interventions—the Productivity Measurement and Enhancement Systems intervention (ProMES), a job crafting intervention, and their combination—on individual employee performance and innovation through selected process variables. We collected data before, during, and after the interventions over 16 weeks among 123 employees across three experimental and one control group. Consistent with predictions, participants of the ProMES intervention reported a higher level of perceived team climate, which consequently contributed to greater individual innovative behavior. Participants in the job crafting intervention exhibited an increase in job crafting behaviors, which consequently increased innovative behavior and task performance. Unexpectedly, the combined intervention yielded negative effects on both innovative behavior and task performance. The findings suggest that while self‐regulation promoting interventions increase favorable outcomes through different mechanisms their combination may impair relevant processes and, more generally, overwhelm employees.

The positive side of stress: Investigating the impact of challenge stressors on innovative behavior in higher education

Stress can be a double-edged sword. Given the intricacy of the innovation process, the link between job stress and individual innovation behavior remains uncertain. To clarify the relationship between challenge stressors and the innovative behavior of higher education teachers, this study was based on the conservation of resources (COR) theory and adopted the structural equation modeling method to explore the impact of challenge stressors on the innovative behavior of higher education teachers and reveal its influencing mechanism and boundary conditions. By analyzing the data from 208 questionnaires of higher education teachers, the findings reveal that challenge stressors positively influence innovative behavior, with task crafting serving as a critical bridge. Additionally, a favorable employment relationship climate enhances the positive impact of challenge stressors. Gender dynamics are also explored, adding nuance to the understanding of this relationship. These results shed light on the inherent mechanisms governing the relationship between challenge stressors and innovative behavior among higher education teachers, and underscore the significance of task crafting. In addition, the discoveries provided fresh insights and ideas for investigating how organizational climate affects individual innovative behavior.

Improving Individual Innovative Behavior and Post-COVID-19 Student’ Learning Outcomes Through Project-Based Blended Learning

Objective: This study aims to improve individual innovative behavior and learning outcomes and determine differences in individual innovative behavior and student learning outcomes after being taught with Project_Based Blended Learning synchronous and asynchronous online models followed by face-to-face offline models in the post-COVID-19 era. Method: The research used a quasi-experiment; the control class samples were 33, and the experimental class was 33 students. Data were collected using questionnaires, test instruments, and observation sheets, and the collected data were analyzed using descriptive statistics, gain tests, and t-tests. Result: The increase in individual innovative behavior and learning outcomes before and after teaching in the control class in the moderately effective category is lower and significantly different compared to the experimental class in the practical category. The final score of individual innovative behavior and learning outcomes of the control class is lower and significantly different than that of the experimental class. Novelty: Blended Learning in this research is integrated with Project-Based Learning with synchronous and asynchronous online models to produce project products assigned to be used in practical courses.

Trust as Antecedent of Innovative Behavior in the Workplace

This study aims to analyze the factors determining individual innovative workplace behavior. Trust as an antecedent of innovative behavior mediated by knowledge sharing. The approach uses a quantitative approach with 120 respondents from 60 Muslim fashion industries in Indonesia. Hierarchical multiple regression analysis approaches were applied to test the research model. The analysis found that trust values ​​significantly influence individual innovation behavior, which is mediated by knowledge sharing. This research highlights the influential role of promoting individual innovation behavior in management practices. It is shown that mutual trust between subordinates and coworkers needs to be improved. Also, openness and sustainable learning can be developed to improve individual innovation capabilities.

Retorting the Unrequited: Connecting the Threads between Thriving at Work, Psychological Capital and Individual’s Innovative Behavior

This study aims to examine the effect of thriving at work and psychological capital on individual innovative behavior, precisely centering on the mediating role of employee engagement within the telecommunication services and wireless communication business environment. The 300 front-level employees of the telecom firms are being targeted for the study sample from four telecom and wireless communication firms using a non-probability snowball sampling technique. Questionnaires were used to collect the data, and the data was then analyzed using Structural Equation Modelling (SEM). The validity, including convergent and discriminant, was then measured through individual and nested Confirmatory Factor Analysis (CFA). Path analysis via SEM was employed to test the hypotheses. The findings demonstrated that thriving at work and psychological capital have a positive impact on individual innovative behavior. Results showed that employee engagement acts as a mediator in transmitting the effects of thriving at work and psychological capital on innovative individual behavior. Psychological capital appears to be an essential resource for organizations. Once individuals start performing their duties, managers are advised to improve their psychological capital in a supportive manner. This can be done by motivating and encouraging them to trigger a higher level of engagement which ultimately affects individual innovative behaviour of employees.

Evaluating the performance of an integrated evidence-based nursing knowledge management (I-EBNKM) platform in real-world clinical environments

BackgroundFor evidence-based knowledge to be applicable in clinical practice, providing support for and the management of knowledge is required to ensure the effective sharing of appropriate expertise across healthcare organizations. Knowledge management platforms can provide a wide range of benefits related to the activation and establishment of evidence-based practice (EBP) in clinical environments. ObjectivesIn this study, we developed an integrated evidence-based nursing knowledge management (I-EBNKM) platform and applied it in real-world clinical environments to evaluate its effectiveness. MethodsWe designed an I-EBNKM platform with three main functions: (1) clinical questioning and knowledge linkage, (2) systematic knowledge management, and (3) knowledge communication. After a two-month long application of the I-EBNKM platform in real-world clinical environments, we evaluated the changes in the levels of knowledge in EBP, attitude, practice, confidence in clinical questioning, individual innovative behavior, innovative organizational culture, and organizational knowledge management. The experimental and control groups consisted of 198 nurses, who participated in the study. ResultsAfter applying the I-EBNKM platform, the levels of EBP knowledge and skills (t = 7.16; p <.001), attitude (t = 6.30; p <.001), practice (t = 7.63; p <.001), confidence in clinical questioning (t = 4.57; p <.001), individual innovative behavior (t = 8.72; p <.001), and organizational knowledge management (t = 7.43; p <.001) differed significantly between the experimental group and the control group. ConclusionThe results of this study clearly indicate that the I-EBNKM platform we developed has the potential to enhance nurses’ involvement in ensuring effective knowledge management in real-world clinical environments. Therefore, the provision of an innovative digital approach ensuring systematic and timely organizational support among nurses is of critical importance.

The Impact of Individual Innovative Behaviors on Organizational Performance: The Case of Healthcare Sector

Yenilikçi davranışlar ve görev performansı sağlık sektöründe örgütlerin rekabetçiliklerini artırır. Bu düşünceden hareketle çalışmanın amacı, çalışanların bireysel yenilikçi davranışlarının görev performansları üzerinde etkisini incelemek ve analiz sonuçlarına göre önerilerde bulunmaktır. Araştırmada anket aracılığıyla Artvin ilinde sağlık kurumlarında çalışan 214 personelden veri toplanmıştır. Analiz sonuçları, bireysel yenilikçi davranışın (genel) ve alt boyutlarından fikir önderliği ve deneyime açıklığın görev performansı (genel) üzerinde anlamlı ve olumlu bir etkisi olduğunu göstermiştir. Aynı zamanda bireysel yenilikçi davranışın görev performansının alt boyutları olan işe ilişkin performans ve görev için yeterlilik üzerinde anlamlı ve olumlu bir etkisi olduğunu göstermiştir. Ancak bireysel yenilikçi davranışın risk alma boyutunun görev performansının görev için yeterlilik alt boyutu üzerinde anlamlı ve olumsuz etkisi olduğu anlaşılmıştır. Araştırmanın sonuçlarına dayalı olarak, genel olarak yenilikçi olmakla birlikte fikir üretme ve ürettiği fikri deneme veya uygulama için üstlerini ve arkadaşlarını ikna etme becerisine sahip, yeni fikirleri, teknik ve yöntemleri denemeye istekli çalışanların görev performanslarının daha yüksek olacağından fikir önderi ve deneyime açık çalışanların bireysel yenilikçi davranışlarının geliştirilmesi ve örgütlerin bu doğrultuda politikalar belirlemeleri önerilmiştir. Ayrıca, risk alamayan bir çalışanın görev için yeterliliği zayıf olduğu algısını azaltmak için örgütlerin yenilikleri deneme yönünde çalışanlarını desteklemeleri de önerilmiştir.

The Impact of Digital Talent Management on Employee Performance with Individual Innovation Behavior as Intervening Variable at PT Dakwah Inti Media

The purpose of this study was to analyze the effect of digital talent management on employee performance with individual innovation behaviour as an intervening variable. This research is causality research with a quantitative approach. The sampling technique used saturated samples with a total of 54 respondents at PT Dakwah Inti Media. The statistical analysis used in this research is partial least square with the help of SmartPLS 3.2.9 software. The result of the analysis obtained from this study indicates that digital talent management has a positive and significant effect on employee performance; digital talent management has a positive and significant effect on individual innovation behaviour; individual innovation behaviour has a positive and significant effect on employee performance; individual innovation behaviour in this study can mediate the effect of digital talent management on employee performance.

The Mediating Effect of Knowledge Sharing Between Organizational Climate and Individual Innovative Behavior in UAE Organizations

The Mediating Effect of Knowledge Sharing Between Organizational Climate and Individual Innovative Behavior in UAE Organizations

The Impact of Word Happiness on Employee Innovative Behavior – Organizational Attachment as a Mediator

In recent years, with the rise of positive psychology, the academic community is committed to finding the “secret” that affects individual happiness and the “best solution” for behavioral consequences, which promotes the vigorous development of word happiness related theories and empirical research. However, under the background that more organizations regard innovation performance as the main strategic goal, the research on the relationship between word happiness and individual innovation behavior and innovation performance lags far behind the actual management needs. Although there are literatures that prove that job happiness can improve the level of individual innovation, in actual organizational management, there is a situation where individual happiness is overwhelming, innovation behavior is scarce, and innovation performance is poor. This study adopted a quantitative approach and is based on resource preservation theory and self-determination theory, and on the basis of systematically sorting out relevant literature, elaborates the path and mechanism of word happiness on innovative behavior.

How CEO transformational leadership impacts organizational and individual innovative behavior: collaborative HRM as mediator

PurposeThe purpose of this research is to examine how the chief exective officers (CEO's) transformational leadership impacts organizational innovation and individual innovative behavior, through the mediating role of collaborative human resource management (HRM) practices.Design/methodology/approachBy using a stratified sampling technique, the data were obtained from ten Microfinance banks located in five metropolitan cities of Pakistan. By adopting a purposive sampling technique, total 427 responses were received out of which 411 responses were considered for data analysis. Structural equation modeling (SEM) technique was adopted using AMOS 21.0 to test the developed hypotheses.FindingsThe findings of the study described a significant and positive relationship between CEO transformational leadership and collaborative HRM. The collaborative HRM has also a positive impact on organizational innovation and individual innovative behavior. Moreover, the results revealed that collaborative HRM fully mediates between CEO transformational leadership and organizational innovation. However, partial mediate between CEO transformational leadership and individual innovative behavior.Practical implicationsThe results of this study can be helpful for bank organizations and policymakers who have extended vision and anticipate the significance of innovation in a fast-changing market. The results of the study also provide the space and scope for prospective researchers and scholars for further research.Originality/valueThere is substantial literature existing on the relationship between CEO transformational leadership, organizational innovation and individual innovative behavior. However, the study finds this that only few researchers took the opportunity to observe the mediating role of collaborative HRM on the relationship between CEO transformational leadership, organizational innovation and individual innovative behavior in the context of Pakistan.

공공부문의 혁신행동과 성과

In modern society, where uncertainty has increased due to COVID-19, innovation has become an important keyword. However, it is not easy to find innovative behavior in the public sector. According to the Public Employee Perception Survey, innovative behavior of Korean civil servants has decreased from 3.44 in 2019 (before COVID-19) to 3.33 in 2021 (after COVID-19). This study aims to examine the innovative behavior of civil servants, especially focusing on impacts of management factors (change management, performance management) and motivation factors (public service motivation, compensation) on innovative behavior. And also, this study analyzes mediation effects of innovative behavior in the causal relationships between management/motivation factors and work performance of civil servants. According to the analysis results, performance management, public service motivation, and compensation have direct and indirect effects. However, only the indirect effect was found to be significant for change management. In other words, at the organizational level, change management does not directly affect individual work performance, but change management activates innovative behavior and can indirectly affect individual work performance. These findings suggest that in order to improve individual performance, it is important to encourage individual innovative behavior as well as organizational management.

Automation Design and Organization Innovation of Manufacturing Enterprises Based on the Internet of Things

The Internet of Things manufacturing technology is an important symbol for measuring the level of a country’s scientific and technological development. Enterprises that apply the Internet of Things manufacturing technology represent the level of a country’s industrial development to a large extent. However, the introduction of IoT manufacturing technology will not automatically generate benefits. It needs to be matched with a suitable organizational structure to maximize the advantages of IoT manufacturing technology. The enterprise organization structure has always been the focus of enterprise organization research and management research. From the linear system to the network organization, the innovation of enterprise organizational structure has never stopped. Therefore, the research on the organizational structure innovation of IoT manufacturing technology enterprises has strong theoretical and practical significance. This study conducted an empirical study on the impact of organizational innovation climate and individual innovation behavior on organizational structure innovation in IoT manufacturing technology enterprises in the form of a questionnaire survey. The structural equation model of organizational innovation climate and personal innovation behavior is proposed, the data and questionnaires are statistically and factorially analyzed by software such as SPSS 18.0 and AMOS 7.0, and the hypothesized structural equation model is verified.

The Effect of Digital Transformational Leadership, Creative Self-Efficacy on Innovative Behaviour Mediated by Perceived Organizational Support

The Covid-19 pandemic crisis creates many hardships in organizations and unlocks numerous opportunities for organizational growth. Innovation is an essential aspect of creating a sustainable future, and it depends on the individual innovative behaviour in the organization. Although there are many opportunities to innovate, not all schools can accomplish it. School leaders are expected to overcome gaps in digitizing school systems and learning processes. This study aims to measure the positive effect of digital transformational leadership and creative self-efficacy on innovative behaviour with perceived organizational support as a mediator. The 25 items of the questionnaire were distributed to 104 teachers and employees at a XYZ school in Tangerang. Data were processed and analyzed using PLS-SEM method. The results indicated that digital transformational leadership and creative self-efficacy positively affected innovative behaviour. The results also show that perceived organizational support as a mediating variable positively affects innovative behaviour.

Antecedents of Individual Innovative Behavior in the Digital Era

In the digital era, an innovative capability is viewed as core to the competitiveness of a firm. Firms can increase their innovative capability by taking advantage of individual innovative behavior. Thus, it is crucial to find out which individual and/or contextual factors promote individual innovative behavior at work. In response to promoting individual innovative behavior innovation, perceived entrepreneurial orientation of firms, perceived innovative climate, digital maturity and self-leadership may motivate individuals to engage in innovative behavior in the workplace. Therefore, this research seeks to gain a better understanding of how perceived entrepreneurial orientation of firms, perceived innovative climate, digital maturity, and self-leadership influence individual innovative behavior in the banking sector. A questionnaire survey was conducted and 125 valid replies were received. The results of this study indicate that employees working in the banking industry, which have a high digital maturity, are more likely to engage in innovative behavior when firms support entrepreneurial orientated strategies, an innovative climate, and when employees adopt self-leadership skills.

Enhancing IT industry employees’ service innovation performance: antecedents and outcomes of service innovation engagement

PurposeThis study aims to explore how information technology (IT) companies that provide professional information systems/IT solutions to business clients can enhance employees’ service innovation performance.Design/methodology/approachSelf-reported data were collected from 251 employees over two periods, along with their supervisor-reported data. The model was tested using structural equation modeling.FindingsEmployees’ engagement fully mediates the impact of innovative self-efficacy and social identification on service innovation performance. Employees’ customer orientation and feeling trusted both strengthen the transformation of service innovation engagement into service innovation performance. However, IT employees’ embeddedness, unexpectedly, significantly weakens the link between engagement and performance in business-to-business (B2B) service innovation contexts.Research limitations/implicationsThe sample was collected in Taiwan, where the IT industry is dominant and employees’ values and team interactions are influenced by Chinese culture. Data drawn from a single industry, involving a particular culture, limit claims of external validity.Practical implicationsManagers can encourage participative decision-making, or hold official platforms where peers and clients can exchange ideas, leading to higher levels of feeling trusted and customer orientation, which both strengthen the link between service innovation engagement and performance. Moreover, highly embedded members can easily discuss novel ideas with team members and obtain improvement-oriented feedback, which ensures highly embedded members can keep focusing on service innovation.Originality/valueThis study provides a more nuanced picture of predictive factors for individual innovation behavior in B2B service innovation contexts in which employees provide business clients with professional, innovative IT solutions through team-based projects.

Empirical Study on Self-efficacy and Individual Innovation Behavior of Scientific Researchers

Empirical Study on Self-efficacy and Individual Innovation Behavior of Scientific Researchers

The Effects and Mechanism of Leader-member Exchange on Individual Innovative Behavior and Organizational Citizenship Behavior: A Meta-analysis Based on Thriving at Work and Cultural Contexts

In recent years, an increasing number of scholars have begun to notice the relationship between leader-member exchange and employees’ innovative behavior and organizational citizenship behavior. However, few studies have focused on the underlying mechanism of leader-member exchange affecting innovative behavior and organizational citizenship behavior. This study aims to explain the effects of leader-member exchange on employees’ behavior from the perspective of individual psychological experience, based on social exchange theory, conservation of resources theory, and social cognitive theory. The study included 298 papers containing 321 effect sizes and 103,615 research samples for meta-analysis, and found that: (1) leader-member exchange is significantly and positively related to innovative behavior, organizational citizenship behavior, and thriving at work; (2) leader-member exchange can facilitate individuals to exhibit more innovative behavior and organizational citizenship behavior by enhancing thriving at work; (3) collectivist cultural tendency tends to play a moderating role in the process of leader-member exchange influencing individual innovative behavior and organizational citizenship behavior through thriving at work. Compared to the context of low collectivist cultures, the effects of leader-member exchange on thriving at work are stronger in the context of high collectivist cultures, so are the indirect effects of leader-member exchange on innovative and organizational citizenship behavior through thriving at work. The findings help to understand the underlying mechanism and boundary conditions of leader-member exchange affecting individual psychological experiences and behavior. They also provide momentous practical insights for managers to build high-quality exchange relationships with employees and enhance organizational collectivism to promote innovative and organizational citizenship behavior.

A Decision Support System For Selecting Innovative Employee

Technological innovations (artificial intelligence, IoT, robotics, etc.) have begun to change the way companies do business. Businesses will need to develop a change management plan in personnel qualifications, leadership structure, organizational climate, and many other aspects to keep up with these changes. Recruiting people who are open to innovation and to change, assigning employees with the appropriate innovativeness level to jobs that require being innovative, and encouraging employees to behave innovatively in the organization will be the most important parts of the plan. Therefore, both the individual innovativeness and innovative work behavior (IWB) of employees and leaders will become even more important for businesses in the near future. Based on this view, this study was carried out with the aim of developing a decision support system (DSS) that will support organizations in recruiting highly innovative employees and managing innovative behaviors of employees. To achieve this, DSS measures the individual innovativeness of job applicants and the IWB of corporate employees. Individual innovativeness and IWB are evaluated in the DSS by scoring based on statistical analysis methods. The DSS developed in this study helps the company to stay on an innovative line by increasing its innovation potential and to keep up with the destructive changes predicted that the future will require. This paper makes a contribution to linking the HRM literature and innovation literature.

Challenge-hindrance stressors and innovation: A meta-analysis

<p id="p00005">Employee innovation is the focus of current organizational behavior research, and the high demand for employee innovation and change in enterprises lead to the high pressure that employees face at work. Several studies have been conducted by researchers on the relationship between work stressors and employee innovation. Current empirical research findings on the relationship between challenge-hindrance stressors and employee innovation vary, for example, in terms of relationship strength and relationship direction. Employee innovation is found to have positive, negative, and nonlinear relationships with the challenge-hindrance stressors. Furthermore, the mechanism and boundary conditions for the challenge-hindrance stressors that affect employee innovation have not been fully revealed. Based on the current state of research on the relationship between the challenge-hindrance stressors and employee innovation, this study used the challenge-hindrance stressors model to investigate the relationship between different types of challenge-hindrance stressors and employee innovation through the meta-analysis method. <p id="p00010">According to literature retrieval and screening, keywords such as challenging stressor(s) (workload, job complexity, task conflict, and time pressure), hindrance stressor(s) (role stress, interpersonal conflict, and job insecurity), and innovation (individual creativity, individual innovation behavior, and individual innovation performance) were included. Finally, 149 independent studies with 141 articles were included for the analysis, with a total sample size of 46,261. For the analysis, we used the psychmeta meta-analysis package in R, which included publication bias tests, main effect tests, heterogeneity tests, and moderating effect analyses. <p id="p00015">The publication bias results showed that the <italic>p</italic> values of Egger’s regression coefficient and Begg rank correlation test for challenging stressor, hindrance stressor, and their subgroups were insignificant (<italic>p</italic> &gt; 0.05). The heterogeneity test was significant, indicating that the random effect model was suitable for the study. The main effect results showed that the task complexity and task conflict in challenge stressor and subgroups had a positive effect on employee innovation. Hindrance stressor had a negative impact on employee innovation. Cultural differences, data sources, and data collection time had different moderating effects on the relationship between different stressors and innovation, which can be expressed as follows. (1) Compared with individualism orientation, under the background of high collectivism orientation, high power distance, and a long-term orientation, the hindrance stressor had a stronger and significantly negative correlation with employee innovation, while under the background of high collectivism orientation, the hindrance stressor had a significantly positive correlation with employee innovation. (2) Compared with other-rating, when the data comes from employee self-rating, challenge stressor had a stronger and significantly positive correlation with innovation, and hindrance stressor had a stronger and significantly negative correlation with innovation. (3) compared with longitudinal study, in the cross-sectional study, challenging stressor has a stronger positive effect on employee innovation, while data collection time has insignificant moderating effect on the relationship between hindrance stressor and employee innovation. <p id="p00020">Consequently, we aimed to investigate the strength and direction of the relationship between binary work stressors and employee innovation in a large sample and consider the potential moderating effects of cultural differences, data sources, and data collection time points. The results of this study will provide a reference model for future enterprise management practices, such as maintaining a reasonable pressure level and category control, encouraging employee innovation within the organization, and improving the innovation performance and core competitiveness of individuals and organizations.