Innovative Behavior Research Articles

Combating antimicrobial resistance: A framework for educational tool innovation

Abstract Issue The World Health Organization (WHO) stresses the need for educational and training initiatives to address antimicrobial resistance (AMR) across human, animal, and agricultural sectors. AMR, a growing public health threat, was responsible for approximately 4.95 million deaths in 2019. Traditional educational frameworks tackling AMR are often applied in isolated sectors, failing to incorporate a holistic or collaborative approach. Description of the Policy The Holistic Engagement and Adaptive Response Theoretical framework (HEARTf) proposes a comprehensive, innovative approach combining behavioral theories, and persuasive technology, including the Theory of Planned Behavior, Persuasive Technology, and Diffusion of Innovation. The framework is designed to integrate stakeholders in developing and accessing educational tools, specifically a game designed to teach students about AMR. HEARTf emphasizes a multidisciplinary methodology, beginning with Phase 1 (exploratory phase) to gather baseline information from potential prescribers in Norway and Zambia. Results Initial application of HEARTf is leading the development of an educational game on AMR. This game uniquely combines behavioral theories and digital design, focusing on high-impact areas of AMR. Preliminary feedback indicates enhanced stakeholder engagement and a heightened willingness to adopt AMR best practices across different sectors. Lessons The HEARTf approach demonstrates the potential for enhancing AMR education through innovative, theory-based game design and development. It advocates for the continued integration of comprehensive educational strategies into global health initiatives to combat AMR effectively. These actions, being tailored to diverse sectors, suggest that similar holistic, theory-driven approaches may be beneficial in other public health crises. Key messages • HEARTf fosters innovative, multidisciplinary AMR education, enhancing stakeholder engagement and adoption of best practices. • Theory-based educational tools in AMR developed using HEARTf can significantly impact global health strategies and should be integrated into broader public health efforts.

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.

Job Resources, Employee Engagement, and Innovative Work Behaviour of Bank Employees: Does Sex Matter?

This study examined the relationships between job resources, employee engagement, and innovative work behavior among bank employees, taking into consideration gender differences. Data were gathered from 159 bank workers in the Cape Coast metropolis using a structured questionnaire, and data analysis was carried out using Structural Equation Modelling 4.9.8. A multigroup analysis was also done to assess how different gender roles affect the relationship between job resources, employee engagement, and the innovative work behavior of bank workers. The study found that job resources did not have a direct relationship with innovative work behavior but did so indirectly through employee engagement. Furthermore, the multigroup analysis revealed that when women have access to good job resources, they feel more engaged in their work, increasing their innovative behaviors compared to men. This study addresses a knowledge vacuum in the banking industry by examining the relationships between job resources, employee engagement, and innovative work behavior. It offers empirical evidence in a context that has yet to be extensively studied.

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.

The impact of nurse managers’ boundary spacing leadership on the relationship between nurses’ work embeddedness and innovative work behaviors

AimThis study was designed to examine the nurse managers’ boundary-spacing leadership’s impact on the relationship between nurses’ work embeddedness and innovative work behaviors.BackgroundIn today's evolving healthcare environment, innovation is essential for enhancing patient care, optimizing resources, and supporting healthcare professionals. Nurses are pivotal in driving bedside innovation, but cultivating a culture of innovation within nursing teams involves more than just promoting creative ideas.MethodsThis is a descriptive correlational study that was conducted at one governmental hospital in Tanta, Egypt. Using Nurse Managers Boundary-Spacing Scale for assessing boundary-spacing leadership, The Global Job Embeddedness Scale for measuring work embeddedness, and Innovative Work Behavior Scale for assessing innovative work behavior, 250 nurses were surveyed. Data analysis was run using descriptive and inferential analysis. Correlation and regression analysis were used to examine the study hypotheses.ResultsThere is a statistically significant positive relationship between boundary-spacing leadership and work embeddedness (r = 0.615, p < 0.001). Boundary-spacing leadership accounted for 56% of the variance in work embeddedness and 36% of the variance in nurses' innovative work performance. These results highlight the pivotal role of boundary-spacing leadership in both enhancing nurses' work embeddedness and boosting their innovative behaviors. The substantial variance explained by boundary-spacing leadership underscores its critical influence on fostering a supportive and innovative work environment within the nursing field.ConclusionBoundary spacing leadership style involves connecting internal and external resources, fostering information exchange, and advocating for the nursing team. While work embeddedness positively correlated with innovative work performance, its impact was less significant than boundary-spacing leadership. This suggests that feeling attached to the organization fosters innovation, but leadership style has a stronger influence. Furthermore, the study found a positive and significant correlation between innovative work performance and both work embeddedness and nurse managers' boundary spacing leadership.Practical ImplicationsThe findings emphasize that boundary-spacing leadership is crucial for enhancing both nurses' work embeddedness and innovative behaviors. Healthcare organizations should focus on developing these leadership skills to create a supportive work environment, foster innovation, and improve staff retention

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.

Factors shaping innovative behavior: A meta‐analysis of technology adoption studies in agriculture

AbstractThis study conducts a meta‐regression analysis to synthesize the marginal effects of 12 factors that frequently appear in empirical studies examining farmer's technology adoption behavior. The analysis includes 187 observational studies on technology adoption in agriculture, which are published in 32 peer‐reviewed journals in the broader field of agricultural economics, covering farmer's adoption in 47 countries for a diverse range of agricultural technologies. Using this broad meta‐dataset, we investigate whether each of the 12 determinants has a true effect on technology adoption rates and examine whether Type I and Type II publication bias are present in the adoption literature. Our results reveal that while most determinant factors significantly affect adoption rates, their marginal effects are generally of small magnitude and vary considerably by technology type and country group. Additionally, our results provide evidence of the presence of Type I publication bias in half of the factors considered and Type II publication bias in nearly all, underscoring the need for caution when interpreting results in the adoption literature by researchers and policymakers. Overall, the findings highlight the critical need for proactive measures to address publication bias and promote more transparent and credible research practices in agricultural economics.

Mired in tasks: how daily workplace multitasking shapes employee service innovation behavior

Purpose Drawing on conservation of resources theory, this paper aims to propose that daily multitasking increases employees’ daily role pressure, ultimately hindering their service innovation behavior. Furthermore, we suggest that trait mindfulness may mitigate this negative impact. Design/methodology/approach To empirically test the study hypotheses, this paper conducted a multilevel diary field study, collecting data from 64 employees over 10 working days to comprehensively validate the theoretical model. Findings The findings indicate that daily multitasking indirectly reduces daily service innovation behavior by increasing employee role pressure. Notably, this indirect effect is more pronounced among employees with lower trait mindfulness, while it is less significant for those with higher trait mindfulness. Practical implications Hotels should manage multitasking, reduce employee stress and promote service innovation by optimizing task allocation and redesigning work processes. Additionally, hotel management should adopt a multifaceted and innovative approach to foster mindfulness traits. Originality/value This study contributes to the literature on multitasking and innovation by examining how and when daily multitasking influences employee service innovation behavior.

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.

Unraveling the influence of perceived corporate social responsibility on employee green innovation behavior: the roles of employee well-being and moral self-efficacy

Unraveling the influence of perceived corporate social responsibility on employee green innovation behavior: the roles of employee well-being and moral self-efficacy

The Influence of Shared Leadership on the Innovative Behavior of New Generation Faculty

This quantitative study examined the influence of shared leadership on the innovative behavior of the new generation faculty within the context of Chinese higher education institutions. Conducted across various universities in Guangdong Province, China, the research engaged a sample of 340 new generation faculty members. Utilizing a survey method, the study evaluated the faculty’s perceptions of shared leadership, encompassing dimensions such as team progress, authority and responsibility sharing, team expectations, and team contract. Additionally, the survey captured data on the innovative behaviors of faculty, including innovation discovery, innovation proclivity, innovation reinforcement, and innovation cooperation. The findings indicated that the new generation faculty placed significant value on shared leadership aspects, particularly team progress and team expectations. The study revealed that the faculty demonstrated a commendable level of innovative behavior, yet there was room for further enhancement in both shared leadership practices and innovative actions. The research established that a combination of career values related to shared leadership significantly predicts the professional development of faculty in terms of innovation. The study’s implications are vital for educational administrators and policymakers, emphasizing the necessity to foster shared leadership environments conducive to nurturing faculty innovation. By recognizing the predictive role of shared leadership in shaping innovative behaviors, educational institutions can strategize more effectively to promote academic excellence and drive educational reforms.

Predictor factors for teacher innovative behavior during curriculum reform: The role of cognitive flexibility, positive affect, and negative affect

Teacher innovative behavior is a key capability for maximizing teacher performance as well as the student learning process, especially when teachers face new changes in their education system such as curriculum reform. However, insufficient attention has been given to understanding the interaction of predictor factors to encourage teacher innovative behavior. This study aims to assess the role of cognitive flexibility, positive affect, and negative affect in predicting teacher innovative behavior. A cross-sectional and quantitative design was used for this study. The data collection procedure used convenience sampling, with questionnaires distributed online via social media through several teacher communities. Three instruments were used: the Teacher Innovative Behavior Scale, the Cognitive Flexibility Inventory, and the Positive Affect and Negative Affect Schedule. Data were collected from 322 teachers from three educational levels. Descriptive analysis, correlation analysis, and hierarchical multiple regression analysis were conducted. The result showed that cognitive flexibility and positive affect positively predict teacher innovative behavior. On the other hand, negative affect negatively predicts teacher innovative behavior. Regarding the model, the result indicates that cognitive flexibility plays a more crucial role in predicting teacher innovative behavior, explaining 28,1% of the variance in the model. Researchers and policymakers could use the outcome to create future research, policies, and programs to enhance the capabilities of teachers to perform innovative behavior, especially during the educational system’s changes.

The Mediating Role of Individual Innovative Behavior on the Relationship between Strategic Leadership Behaviours on Adaptive Performance in the Iraqi Federal Board of Supreme Audit

The Mediating Role of Individual Innovative Behavior on the Relationship between Strategic Leadership Behaviours on Adaptive Performance in the Iraqi Federal Board of Supreme Audit

Corporate social responsibility needs base philosophy: An integrative multidimensional approach to hospitality employees’ green innovative behaviors

This study addresses a critical research gap in understanding the mechanisms through which corporate social responsibility (CSR) influences green innovative behaviors (GIBs) among hospitality industry employees. Despite increasing recognition of the importance of sustainability, little is known about how CSR initiatives can effectively motivate employees to engage in GIBs. This research aims to explore the conditions under which instrumental CSR (ICSR) and volunteer CSR (VCSR) foster GIBs, with a focus on the mediating roles of meaningfulness (MGF) and positive emotions (PE) and the moderating effect of perceived sustainability policy (PSP). Utilizing a survey method, data were collected from 430 hotel employees to test the proposed multi-level model. The findings reveal that MGF and PE partially mediate the impact of both ICSR and VCSR on GIBs. Furthermore, PSP was found to significantly enhance the effectiveness of CSR initiatives, particularly when initial levels of ICSR, VCSR, MGF, and PE were low. The study offers theoretical implications by integrating self-determination and need satisfaction theories with CSR research, and practical implications by providing a roadmap for hospitality organizations to strategically leverage CSR for sustainability. Future research should consider longitudinal studies and explore the role of cultural factors in CSR-GIB dynamics.

Inclusive leadership, service innovation, and knowledge sharing: the roles of intrinsic motivation and sleep quality

ABSTRACT This research aims to study the associations between inclusive leadership, employee service innovation, and knowledge-sharing behaviours in the hospitality industry. We further examined the mediating role of intrinsic motivation and the moderating role of employee sleep quality. Applying a convenience sampling technique, we conducted an online research survey in three phases to collect data from 329 respondents. Our findings showed that managers’ inclusive leadership style is positively associated with workers’ intrinsic motivation, which in turn leads to employee service innovation behaviour and knowledge-sharing behaviour. Moreover, intrinsic motivation has been found as the mediating mechanism in the association between inclusive leadership and employee work outcomes. We further found that workers’ sleep quality moderates the association between inclusive leadership and employee outcomes such that poor sleep quality weakens this association. Our study offers substantial implications for the practitioners and scholars in the areas of sleep, leadership, and innovation and knowledge sharing behaviours in organizations.

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.

Environmental regulations and firms’ trade-offs between innovations: Empirical evidence from the quasi-experiment in China

This paper uses firm-level panel data to study the quasi-experiment of China's low carbon city (LCC) pilots and to estimate the dynamic impact of environmental regulations on firms' trade-offs between green innovation and digital innovation. The results indicate that environmental regulations lead to an increase in firms' green innovation in the short run and promote firms' digital transformation in the long run. Moreover, the key factors influencing firms' trade-offs are their size and the pollution levels of their primary businesses, highlighting the importance of both capability and immediacy for firms when making decisions. Furthermore, the event study shows that environmental regulations initially impact firms' profits in heavily polluting industries in the short run. However, environmental regulations can gradually enhance those profits in the long run by reducing marginal costs and upgrading industrial structures in treated regions. This paper provides insights for a deeper understanding of firms' heterogeneous choices and dynamic effects of innovation behaviors.

Personal Traits of Leaders

This paper examines the relationship between leaders' personal traits or leadership traits, creativity, engagement, work performance, and innovative behavior in several Vietnamese universities. The findings aim to help university administrators refine their leadership qualities and styles to enhance these traits and behaviors in their lecturers. Data were primarily collected through survey responses from a convenience sample of 95 instructors employed at Vietnamese universities. The partial least squares structural equation model was used to analyze the data, resulting in findings that supported one of the two proposed hypotheses while the other was unsupported. Due to time constraints, this study is limited to its small sample size. Future research should involve a larger sample size to improve the generalizability of the findings.

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.

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.