Employee Innovative Behavior Research Articles

Does Servant Leadership Affect Public Employees’ Innovative Behavior? The Mediating Role of Organizational Identity

Objective: In the context of China’s deepening reform era, innovation is the first driving force leading development. Involving a sample of 576 public employees from government agencies in Yunnan, China, the present study investigates the impact of servant leadership on public employees’ innovative behavior, as well as the underlying mechanisms of this relationship. Theoretical Framework: According to social identity theory, organizational identity signifies the extent to which individuals acknowledge and identify with their organization. Previous research has shown that leadership styles indirectly affect employee behaviors (e. g., innovative behaviors) through employees’ cognition and emotion [16-18], therefore, organizational identity may be a potential mediating variable in the correlation between servant leadership and the innovative behavior exhibited by employees. Method: Data was collected between September 2023 and January 2024 among public sector employees in Kunming, located in the Yunnan province. The data was collected in two phases at different time points. First, we distributed questionnaires among part-time MPA students in a university in Yunnan province in the first stage. Then, we continued to distribute questionnaires among full-time public employees at various public sectors in Kunming city. Results and Discussion: The results revealed a positive impact of servant leadership on the innovative behavior of Chinese public employees. Additionally, organizational identity partially mediated the association between servant leadership and the innovative behavior of Chinese public employees. These findings may provide some suggestions for the public organizations in China. Research Implications: The present study also has several practical implications for policy-makers within the public sector. First, public organizations ought to attach importance to the servant leadership because it can effectively promote employees’ innovative behavior. Specifically, public organizations can regard the traits of servant leadership as a criterion for selecting leaders within the public sector. By doing so, public organizations can encourage servant leadership style by selecting and promoting those employees with awareness and traits of serving others. Originality/Value: After deleting invalid questionnaires, 576 completed questionnaires were obtained finally. Of all the participants, 24% (n = 138) was male and 76% (n = 438) was female.77.6% of the participants were under the age of 26 years (n = 447). 61.8% (n = 356) have worked less five years in the public sector.

Empirical Research on Ethical Leadership and Knowledge Workers’ Innovative Behaviour: The Mediating Role of Job Autonomy

Introduction: This research studied the mediating role of job autonomy in the relationship between ethical leadership and knowledge workers’ innovative behaviour based on self-determination theory. Data were collected from 377 knowledge workers in the IT industry in Sichuan, Henan, and Guangdong province, China. A conceptual model was constructed and tested with the statistical software SMART-PLS. This paper concludes that job autonomy effectively mediates ethical leadership and knowledge workers’ innovative behaviour. The findings also reveal the strong and positive impact of ethical leadership on knowledge workers’ innovative behaviour. This paper enriched the leadership literature and extended the understanding of the predictors of employee innovative behaviour Objective: To investigate the impact of ethical leadership on knowledge workers’ innovative behaviour. To study the relationship between ethical leadership and job autonomy. To examine the impact of job autonomy on knowledge workers’ innovative behaviour. To investigate the mediating effect of job autonomy between ethical leadership and knowledge workers’ innovative behaviour. Theoretical Framework: Knowledge workers are highly skilled workers with professional knowledge, good education, or experience in their respective fields (Davenport, 2006). According to Correia & Dierendonck (2010), three core elements underpin the global meaning framework of knowledge workers: first, knowledge workers perceive their work as a calling; second, they have a strong desire for membership within a community of peers; third, they demand autonomy. These elements are in consistency with SDT. Method: This research used a quantitative approach to test the hypothesis, a closed questionnaire to collect the data, and SMART PLS version 4 to analyze the data. The survey questions were translated into Chinese with a back-translation approach (Brislin, 1986), as the respondents were all Chinese. Results and Discussion: Due to the single source, we first test common method bias. We adopted a full collinearity assessment approach to check the common method bias (Kock, 2015; Kock and Lynn, 2012). In this approach, the constructs were regressed on a new dummy variable with random values. As shown in table 4.1, the variance inflation factor (VIF) is lower than 3.3 (Kock, 2015), the model is indicated free of common method bias. Research Implications: The study constructed a research model to investigate the mediating effect of job autonomy between ethical leadership and knowledge workers' innovative behaviour. Management in knowledge-intensive industries, like the IT industry, can gain inspiration from the research to develop proper management strategies to promote knowledge workers’ innovative behaviour while guarding the ethical line.

Empirical Research on Ethical Leadership and Knowledge Workers’ Innovative Behaviour: The Mediating Role of Job Autonomy

Introduction: This research studied the mediating role of job autonomy in the relationship between ethical leadership and knowledge workers’ innovative behaviour based on self-determination theory. Data were collected from 377 knowledge workers in the IT industry in Sichuan, Henan, and Guangdong province, China. A conceptual model was constructed and tested with the statistical software SMART-PLS. This paper concludes that job autonomy effectively mediates ethical leadership and knowledge workers’ innovative behaviour. The findings also reveal the strong and positive impact of ethical leadership on knowledge workers’ innovative behaviour. This paper enriched the leadership literature and extended the understanding of the predictors of employee innovative behaviour Objective: To investigate the impact of ethical leadership on knowledge workers’ innovative behaviour. To study the relationship between ethical leadership and job autonomy. To examine the impact of job autonomy on knowledge workers’ innovative behaviour. To investigate the mediating effect of job autonomy between ethical leadership and knowledge workers’ innovative behaviour. Theoretical Framework: Knowledge workers are highly skilled workers with professional knowledge, good education, or experience in their respective fields (Davenport, 2006). According to Correia & Dierendonck (2010), three core elements underpin the global meaning framework of knowledge workers: first, knowledge workers perceive their work as a calling; second, they have a strong desire for membership within a community of peers; third, they demand autonomy. These elements are in consistency with SDT. Method: This research used a quantitative approach to test the hypothesis, a closed questionnaire to collect the data, and SMART PLS version 4 to analyze the data. The survey questions were translated into Chinese with a back-translation approach (Brislin, 1986), as the respondents were all Chinese. Results and Discussion: Due to the single source, we first test common method bias. We adopted a full collinearity assessment approach to check the common method bias (Kock, 2015; Kock and Lynn, 2012). In this approach, the constructs were regressed on a new dummy variable with random values. As shown in table 4.1, the variance inflation factor (VIF) is lower than 3.3 (Kock, 2015), the model is indicated free of common method bias. Research Implications: The study constructed a research model to investigate the mediating effect of job autonomy between ethical leadership and knowledge workers' innovative behaviour. Management in knowledge-intensive industries, like the IT industry, can gain inspiration from the research to develop proper management strategies to promote knowledge workers’ innovative behaviour while guarding the ethical line.

The Role of Transformational Leadership Style, Organizational Culture, Innovative Work Behavior of Employees on Cooperative Performance

The importance of factors such as transformational leadership, organizational culture, and innovative employee behavior in the context of cooperatives, especially the Employee Cooperative of the Republic of Indonesia (KPRI) Harapan Sejahtera IAIN Syekh Nurjati Cirebon. Although the relationship between these factors is generally recognized, specific research on them in cooperative environments is limited. Thus, this study aims to contribute knowledge by analyzing the influence of transformational leadership and organizational culture on the innovative behavior of employees at the IAIN Harapan Sejahtera Cooperative. The method used in this study is the associative method. The object of this study was a member of the HARAPAN SEJAHTERA IAIN Syekh Nurjati Cirebon Cooperative as many as 50 respondents who were taken randomly. The technique used in collecting data in this study is in the form of questionnaires, the author distributes questionnaires that can be filled directly by respondents. The results showed that there was no significant influence between Transformational Leadership Style and Cooperative Performance, while Organizational Culture and Innovative Employee Behavior had a significant influence on Cooperative Performance.

Total quality management implementation practices and customer satisfaction: the role of innovative employee behavior and employee empowerment

This study shed additional understanding on how Total Quality Management (TQM) practices affect customer satisfaction through the innovative behavior of employees. Based on quantitative data from the 5 Teaching Hospitals in Ghana, this study employed a multistage sampling procedure to analyze the relationship between innovative employee work behavior and total management commitment, Training and Education, Performance Management System, Supplier Management, and innovative employee work behavior. We find that these relationships are positive and that the relationship between TQM practices and customer satisfaction is mediated by innovative employee work behavior. In addition to theoretical contributions to the field of TQM and healthcare systems, these results have managerial implications for hospital professionals who work at prioritizing the adaptation of TQM practices.

How Does Digital Leadership Foster Employee Innovative Behavior: A Cognitive-Affective Processing System Perspective.

Employee innovative behavior is crucial for organizations to engage in innovative activities and gain competitive advantages in the context of digital transformation. Despite many studies having focused on the relationship between leadership and employee innovative behavior, the role of digital leadership and the underlying mechanisms for employee innovative behavior remain unclear. Using the cognitive-affective processing system framework, the study investigated the dual mediating role of psychological empowerment and affective commitment between digital leadership and employee innovative behavior and the moderating role of a proactive personality in such relationships. Employing data from 359 employees, the study conducted structure equation modeling to examine the hypotheses. The results show that digital leadership influences employee innovative behavior through psychological empowerment but not affective commitment. Furthermore, a proactive personality does not moderate the direct effect of digital leadership on psychological empowerment and affective commitment or the indirect effect of digital leadership on employee innovative behavior. Theoretical and practical implications are discussed.

Leadership style employee job satisfaction and organizational culture: Basis for employee innovation behavior framework

Leadership style employee job satisfaction and organizational culture: Basis for employee innovation behavior framework

Reducing the adverse effects of compulsory citizenship behaviour on employee innovative behaviour via AI usage in China

ABSTRACT Artificial intelligence (AI) plays a crucial role in the workplace by freeing up the hands and brains of employees. According to affective events theory (AET), this research assumes that AI can mitigate the negative effects of compulsory citizenship behaviour (CCB). From a mixed-method study involving both a survey (targeting 246 Chinese employees) and interviews (with a further 20 employees from China), results indicate that CCB can increase employees’ anger and hostility and ultimately negatively affect employees’ innovative behaviour. However, AI usage is shown to have the capacity to mitigate such adverse effects. This research offers both theoretical and practical insights for CCB research.

ORGANIZATIONAL COMMITMENT: BOOSTING INNOVATION THROUGH KNOWLEDGE SHARING

Employee innovative behavior is crucial in an era characterized by rapid change and intense competition. This research aims to investigate the influence of organizational commitment on teacher innovative work behavior, mediated by knowledge sharing. A total of 191 teachers from several prestigious private schools in Jakarta, Indonesia, agreed to participate as respondents by completing an online questionnaire. The analysis employed Structural Equation Modeling (SEM) with SMART Partial Least Squares (SMARTPLS). The results indicate that affective and continuance commitment significantly influence teacher innovative behavior both directly and through the mediating role of knowledge sharing. However, normative commitment was not found to have a significant influence on innovative behavior. These findings are expected to provide valuable insights for the development of human resource management strategies in the education context and contribute significantly to the enhancement of overall education quality. KEYWORDS: innovative work behavior, knowledge sharing, organizational commitment, teacher

STUDY OF THE RELATIONSHIP BETWEEN PERSON–ORGANIZATION FIT AND INNOVATION BEHAVIOR: MEDIATING EFFECT OF WORKPLACE SPIRITUALITY AND MODERATING EFFECT OF INCLUSIVE LEADERSHIP

The identification of Chinese AI enterprise technology and R&D personnel with organizational values significantly influences innovation behavior, thereby establishing a close relationship between human-organization fit and employee innovation behavior. Therefore, this paper explores the relationship between human-organization fit and the innovative behavior of Chinese AI enterprise technology and R&D personnel, as well as the mediating and moderating effects of workplace spirituality and inclusive leadership on the relationship between human-organization fit and the innovative behavior of employees. Consequently, the purpose of this study is to explore the relationship between human and organizational fit and innovation behavior of Chinese AI enterprise technology and R&D personnel, as well as the mediating and moderating effect between workplace spirituality and inclusive leadership.
 We completed the survey in November 2023, collecting samples from technical and R&D personnel in nine artificial intelligence enterprises in Beijing, China, using a random sampling method. We collected a total of 603 questionnaires, of which we obtained 526 valid ones. The results showed that: 1) the human-organization fit of technology and R&D personnel has a significant positive impact on innovation behavior; 2) the human-organization fit of technology and R&D personnel has a significant positive impact on workplace spirituality; 3) the workplace spirituality of technology and R&D personnel has a significant positive impact on innovation behavior; 4) the workplace spirituality of technology and R&D personnel has a mediating effect on innovation behavior in human-organization fit; and 5) inclusive leadership has a positive moderating effect on the innovation behavior of technology and R&D personnel in terms of the fit between people and organizations. The results of this study indicated that technology and R&D personnel's identification with organizational values requires not only the workplace spirit of inner experience but also inclusive leadership with encouragement and support in order to fully enhance innovative behavior.

Unlocking employee innovative behavior: the role of humble leadership, core self-evaluation, and leader-member exchange

Humble leadership has gained attention in recent years due to its potential impact on employee performance. This study explores the association between humble leadership and follower innovative behavior by investigating the moderating role of core self-evaluation (CSE) and the mediating role of leader-member exchange (LMX). The study uses data from 328 followers and their immediate leaders to test a mediated moderation model. Results show that there is a favorable association between humble leadership and LMX and followers’ innovative behavior, particularly pronounced for followers who possess lower levels of CSE. The findings suggest that humble leaders should focus their development efforts on followers with low CSE to achieve complementarity congruity and improved innovation. This research enhances the existing body of knowledge by emphasizing the significance of comprehending the functions of relational procedures and the psychological resources of followers in determining the effectiveness of humble leadership. These findings have practical implications for organizations seeking to enhance their leadership effectiveness and followers’ innovative behavior.

Role of High-Performance Human Resource Practices and Employee Innovative Behavior in the Implementation of Digital Transformation: A Case of Pakistan’s IT Sector

The purpose of this study is to determine how high-performance human resource initiatives and creative employee behavior affect the adoption of digital transformation. There hasn't been much study done on how to employ human resources in digital transformation. The primary goal of this study is to determine which high performance human resource practices have the greatest impact on employee innovation and how those practices affect both employee creativity and company digital transformation. The study's focus is first-hand information. In this examination, a quantitative research design is employed. All IT professionals working in Lahore, Punjab, Pakistan, make up the population used in this study. Data collection is done using a convenience sampling strategy. IT staff members were given a total of 350 questionnaires; 310 of them were returned, and 300 of them were chosen for analysis. The research might benefit from multilevel and longitudinal studies that incorporate companies from different industries. The current study found extensive training, selective staffing, and rewards are essential steps in the digital transformation process to encourage employee innovative behavior.

How to Increase Employees’ Innovative Behavior? A Study in A State-Owned Electricity Company

Objective: This research investigates the impact of high-performance human resource practices (HPHRPs) on employees’ innovative behavior (EIB) both directly and through the mediating effects of work engagement (WE) and psychological capital (PsyCap) in a state-owned electricity company. Design/Methods/Approach: The data was gathered by conducting a survey questionnaire among 722 employees who work in an electricity company. The collected data was then validated through confirmatory factor analysis. The data was analyzed using the covariance-based Structural Equation Modeling (CB-SEM) technique to test the hypotheses. Findings: The findings indicate that HPHRP has a positive impact on Employee Innovative Behaviour (EIB), both directly and indirectly, through the mediation of Work Engagement (WE) and Psychological Capital (PsyCap) in a state-owned electricity company. Originality/Value: This paper is unique as it provides empirical evidence on how high-performance human resource practices impact employees' innovative behavior directly and with the mediation of work engagement and psychological capital. Practical/Policy implication: HR Managers should focus on employee participation and communication to increase employee work engagement and psychological capital, which will impact innovative behavior among employees. Researchers are encouraged to study employee and organizational performance measures other than Work Engagement and Psychological Capital influenced by high-performance work practices.

The Entrepreneurial Leadership, Innovative Behaviour, and Competitive Advantage Relationship in Manufacturing Companies: A Key to Manufactural Development and Sustainable Business

The ability of management to influence employee attitudes and behaviours towards organizational goals is pivotal for an organization’s competitiveness, development, and survival. The study’s objective was to investigate the link between entrepreneurial leadership, competitive advantage, and manufacturing development, mediated by employees’ innovative behaviour, via the lens of resource-based view theory. Convenience sampling was used to collect quantitative data from the 378 manufacturing sector employees through the use of a cross-sectional design. There is a lack of research on the underlying mechanisms by which leaders influence organizational processes, such as innovation stimulation. This study explores the psychological mechanisms influencing entrepreneurial leadership and employee innovative behaviour, revealing that entrepreneurial leadership reduces work uncertainty, encourages innovation, and significantly impacts a firm’s competitive advantage in the market. The findings of the study revealed that entrepreneurial leadership fosters an encouraging and supportive environment in the workplace, which in turn leads to a sustainable competitive advantage. Additionally, the findings showed that innovative behaviour significantly mediates the relationship between entrepreneurial leadership and competitive advantage. By expanding the applicability of resource-based view theory, the results of this research also contribute to the comprehension of the interplay between innovative attitudes, manufactural development, competitive advantage, and leadership, specifically in the context of manufacturing sector organizations.

The relationship between humble leadership and employee innovative behavior in Chinese Intangible Cultural Heritage (CICH) SMEs: Mediated-moderating effect of knowledge sharing and absorptive capacity

This research focuses on small and medium-sized enterprises (SMEs) within China's intangible cultural heritage (CICH) sector and investigates the relationships between employee innovative behavior (EIB), humble leadership (HL), knowledge sharing (KS) and absorptive capacity (AC). It examines how knowledge sharing, as a mediator, impacts EIB, considering the moderating role of AC. This study aims to address the knowledge gap regarding how leadership and knowledge management processes affect individual-level outcomes, such as creative behavior and problem-solving skills. This research is especially vital for the CICH sector in China, as it offers the first systematic exploration of employee innovative behavior in this area. By providing evidence-based management strategies, the study contributes to both theoretical understanding and practical application, supporting the innovation, sustainable growth, and international competitiveness of CICH SMEs. It also offers policymakers empirical insights to nurture the sector, ensuring the preservation and evolution of China's intangible cultural heritage.

Navigating sustainable innovation: exploring the interplay between workplace happiness and the dynamics of leadership, empowerment and organizational culture in the context of green management and circular economy

This study explores the impact of employee innovation on organizational success, focusing on influential leadership, suitable working environments, and autonomy. It highlights the role of workplace happiness, supportive or non-supportive colleagues, and job stress in fostering creativity. The study presents a model predicting innovative behavior in Karachi, Pakistan, bridging the gap between conceptual foundation and practical application. The study investigates the impact of workplace happiness, transformational leadership, psychological empowerment, and organizational culture on employee innovative behavior through Smart PLS. Survey data from 327 employees from Karachi hotels revealed that remodeling leadership, psychosomatic authorization, and firm culture stimulate creativity. Job anxiety also decelerates individual innovativeness. The PLS-SEM analysis reveals that transformational leadership, organizational culture, workplace happiness, and job stress significantly influence innovative behavior, accounting for 42% of the variance. The study examines the impact of remodeling leadership, psychosomatic authorization, and firm culture on employee contentment and innovative behavior. Transformational leadership is crucial for fostering innovation and creativity, while workplace happiness is essential for organizational success. Coworker support doesn't significantly influence innovative behavior, but job insecurity can lead to animosity and competition. Empowerment strategies don't significantly influence employee innovative behavior, but their success depends on corporate culture and implementation. Organizational culture significantly influences employee creativity, and job stress negatively impacts performance. The study's generalizability may be limited due to the hotel industry's inflated occupancy rates and staff availability issues, which may hinder data collection in diverse business contexts.

Does sustainability matter at tourism sites? Impact of motivation and employee-ambidexterity on employee-innovative-behaviour

Purpose: The sustainability of tourism sites in plateau states has been a significant concern. This study aims to analyze the impact of motivation (intrinsic and extrinsic) and employee ambidexterity on innovative employee behavior on the sustainability of tourism sites in Nigeria. Research Methodology: A quantitative approach was adopted and a questionnaire-based survey was conducted among employees of five government tourism sites in Plateau State, Nigeria. A total of 163 responses were received and multiple regression analyses were conducted using Smart-PLS version 3.2.7. Results: The results revealed that (a) intrinsic motivation significantly impacts innovative employee behavior, (b) extrinsic motivation significantly impacts innovative employee behavior, (c) intrinsic motivation significantly impacts employee ambidexterity, (d) extrinsic motivation significantly impacts employee ambidexterity, (e) employee ambidexterity significantly impacts employee innovative behavior, (f) employee ambidexterity mediates the relationship between intrinsic motivation and employee innovative behavior, and (g) employee ambidexterity mediates the relationship between extrinsic motivation and innovative employee behavior. Limitations: This research was conducted on five renowned government tourism sites in the Plateau State; private tourism sites/recreation facilities could be included. Contributions: This study recommends that managers of tourist sites should incorporate intrinsic and extrinsic motivational practices to stimulate positive employee work outcomes that will, in turn, enhance the sustainability of tourist site resources and offer a welcoming, memorable, and friendly experience to tourists.

Does sustainability matter at tourism sites? Impact of motivation and employee-ambidexterity on employee-innovative-behaviour

Purpose: The sustainability of tourism sites in plateau states has been a significant concern. This study aims to analyze the impact of motivation (intrinsic and extrinsic) and employee ambidexterity on innovative employee behavior on the sustainability of tourism sites in Nigeria. Research Methodology: A quantitative approach was adopted and a questionnaire-based survey was conducted among employees of five government tourism sites in Plateau State, Nigeria. A total of 163 responses were received and multiple regression analyses were conducted using Smart-PLS version 3.2.7. Results: The results revealed that (a) intrinsic motivation significantly impacts innovative employee behavior, (b) extrinsic motivation significantly impacts innovative employee behavior, (c) intrinsic motivation significantly impacts employee ambidexterity, (d) extrinsic motivation significantly impacts employee ambidexterity, (e) employee ambidexterity significantly impacts employee innovative behavior, (f) employee ambidexterity mediates the relationship between intrinsic motivation and employee innovative behavior, and (g) employee ambidexterity mediates the relationship between extrinsic motivation and innovative employee behavior. Limitations: This research was conducted on five renowned government tourism sites in the Plateau State; private tourism sites/recreation facilities could be included. Contributions: This study recommends that managers of tourist sites should incorporate intrinsic and extrinsic motivational practices to stimulate positive employee work outcomes that will, in turn, enhance the sustainability of tourist site resources and offer a welcoming, memorable, and friendly experience to tourists.

The Effect Of Work Motivation And Transformative Leadership On Freelancer Innovative Behaviour In The Oil And Gas Mining Industry Mediated By Absorptive Capacity

Freelancers, defined as non-employees or independent contractors, provide company comprehensive by utilizing freelancers to be more flexible, agile, and innovative. Employee innovative behavior is an essential foundation in supporting the company’s success. In previous research, there has not been much discussion of the competitive advantage of a freelancer from the perspective of an individual freelancer. Innovation can arise from innovative work behavior using the absorptive capacity to att knowledge. This piece has an objective to design and analyze the impact of work motivation and transformative Leadership on freelancer employees innovative behavior in the oil and gas mining industry mediated by absorptive capacity.

Pengaruh Kepemimpinan Inklusif, Self Efficacy dan Iklim Organisasi Terhadap Perilaku Inovatif Karyawan

Rapid developments in science and technology place organizations in the midst of new challenges and unprecedented opportunities. PT. XYZ, a manufacturing company that specializes in chemical coatings or known as "CAT", emphasizes employees to have innovative behavior. In this company, there is an award program for employees who are able to apply innovative ideas for the company and are willing to convey these ideas to management. This program is the basis for research conducted by researchers at PT. XYZ which operates in Tangerang. This research analyzes the impact of inclusive leadership, self-efficacy, and organizational climate on employee innovative behavior, using survey methods and purposive sampling from 166 PT employees. XYZ Tangerang. This research involved various statistical tests, including validity, reliability, multiple linear regression analysis, as well as coefficient of determination, partial t and simultaneous f tests. The research results show that inclusive leadership, self-efficacy, and organizational climate have a significant influence on employee innovative behavior. These findings provide a better understanding of the relationship between these factors and innovative behavior in the workplace. By ensuring inclusive leadership that creates a supportive environment, increases employee self-confidence, and promotes an innovative organizational climate, an organization can increase the creativity and innovation potential of its teams. These three factors combined can make a significant contribution to increasing employee innovative behavior, which ultimately also strengthens the overall growth and sustainability of the organization.