Employee Innovative Behavior Research Articles

Research on the influence mechanism of employees' innovation behavior in the context of digital transformation.

With the booming of digital economy, digital transformation has become an important initiative for the high-quality development of enterprises, however, in the process of digital transformation, the innovation performance of most enterprises will be reduced, and employee innovation is the basis of enterprise innovation. How to improve employee innovation ability and guarantee the continuous innovation of the enterprise becomes the key issue. By conducting expert interviews and data crawling, the study uses Grounded theory and Gioia method to sort out the influencing factors of employee innovation behavior in digital transformation enterprises and use the interpretative structural model to analyze the complex relationships among the influencing factors, and establish a hierarchical structural model to organize and hierarchize them. The study shows that: leadership style, organizational innovation level, and organizational social responsibility are the fundamental influencing factors, emotions and personality traits are the direct influencing factors, and innovation expectations and innovation support feedback are important undertaking factors. The above findings provide theoretical guidance for companies to motivate employees to innovate and improve their innovation performance in the process of digital transformation.

Influence of leadership empowering behavior on employee innovation behavior: The moderating effect of personal development support.

The main purpose of this study is to explore the influence of leadership empowering behavior (personal development support, participative decision making and delegation of authority) and thriving at work (vigor, learning) on employee innovation behavior and analyze the moderating effect of personal development support on participative decision making and innovation behavior. The questionnaire survey method is used to survey Chinese industrial workers, and a total of 290 valid questionnaires are collected. The model is verified using SmartPLS. Results show that the personal development support and participative decision making dimensions of leadership empowering behavior have a significant positive influence on employee innovation behavior. Vigor and learning has a significant positive influence on employee innovation behavior, and personal development support has a significant moderating effect on the relationship between participative decision making and innovative behavior.

Top management team boundary-spanning leadership: Measurement development and its impact on innovative behavior.

With the advancement of digital economy, organizations around the world need to stretch the boundaries of their strategy, business, and knowledge to gain a competitive advantage and achieve sustainable growth. Although boundary-spanning leadership, with a set of practical tools developed by the Center for Creative Leadership (CCL), has been explored over the past 10 years, the comprehensive understanding of top management team boundary-spanning leadership has still reached no consensus. This research focuses on the concept of top management team boundary-spanning leadership (TMTBSL) and its effect on employees' innovative behavior. Study 1 comprises the concept of TMTBSL and the measurement of its development. The classical grounded theory was used to analyze biographical texts and in-depth interview data from local Chinese organizations. We developed a 5-dimension scale with14 items for TMTBSL. In Study 2, we empirically examined the impact of TMTBSL on employees' innovative behavior. The results demonstrate that TMTBSL can promote employee innovative behavior through perceived motivational climate. The theoretical and practical implications are also outlined.

The Relationship Between Adhocracy Culture and Innovative Work Behavior: The Role of Job Satisfaction as a Mediator

Organizational culture is proven to have an influence on the work behavior of employees. This study aims to reveal the relationship between adhocracy as an organizational culture and employee innovative behavior, mediated by job satisfaction. There are 110 employees as respondents in this study who come from several start-up companies from various industries. Convenience sampling is used as the sampling method in this study. Mediation analysis using Hayes' PROCESS Macro (Model 4) was performed in this study. The results of data analysis showed that job satisfaction partially mediates the relationship between the organizational culture of adhocracy and innovative work behavior. The implications of this study can be considered by organizations to improve and increase their supports for innovation and supports for their employees’ job satisfaction, with the purpose of the employees’ innovative work behaviors will emerge and eventually that behavior will give benefits for the organization. Keywords : adhocracy culture, innovative work behavior, job satisfaction, mediation analysis, start-up company

Innovation in manufacturing SMEs during the COVID-19 pandemic: How does environmental dynamism reinforce employee proactive behavior?

In a turbulent environment such as during the COVID-19 pandemic crisis, employee proactive behavior is imperative for innovation initiatives in small- and medium-sized enterprises (SMEs). We ask whether and how turbulent environments motivate employees to proactively engage in innovative behavior. This study argues that employees' perceptions of environmental dynamism reinforce employee proactive innovation behavior. Using a sample comprising 262 innovative employees from 40 manufacturing SMEs in Taiwan, this study tests a moderated-mediation model in which environmental dynamism is expected to increase the indirect effect of creative self-efficacy on employee innovative behavior through knowledge acquisition. The results confirm the mediating role of knowledge acquisition and the positive moderating effect of environmental dynamism. This study sheds light on the issue of employee proactive behavior in response to changing environments.

Mediating impact of innovative behavior on the relationship between training and turnover intention: A case study of the hospitality industry in Jordan

This study aims to examine the employee intention to leave their organizations and discover how employee training could affect employee turnover intention. Furthermore, this paper intends to determine the relationship between the variables to present the idea of the impact of training on the ability of organizations to retain their employees. The research hypotheses were tested using the data obtained through a questionnaire. The sample included 160 employees working in 20 Jordanian five-star hotels in Amman, Jordan. The collected data were analyzed using the Smart-PLS software, where all necessary statistical techniques were applied. The results showed that training significantly affects the employees’ intention to leave their jobs. Moreover, the findings indicated that innovative behavior positively mediates the relationship between training and turnover intention. This requires human resource managers in this category of hotels to enhance investment in training and continue to hold training programs that meet the real needs of employees in addition to providing an environment that stimulates and enhances the innovative behavior of employees in the hospitality sector.

Employee innovative behavior and workplace wellbeing: Leader support for innovation and coworker ostracism as mediators.

Most previous studies focused on the antecedents of employee innovative behavior but rarely examined the outcomes of employee innovative behavior. Moreover, previous studies ignored the relationship between employee innovative behavior and workplace wellbeing. Based on social comparison theory and social exchange theory, this study introduces coworker ostracism and leader support for innovation as mediating variables to explore the "double-edged sword" effect of employee innovative behavior on workplace wellbeing. Based on a sample of 319 employees from Chinese companies, this study used SPSS 26.0 and MPLUS 8.3 to examine the hypotheses. Empirical results demonstrate that (a) employee innovative behavior is directly and positively related to workplace wellbeing, (b) employee innovative behavior is indirectly and positively related to workplace wellbeing through leader support for innovation, and (c) the negative association between employee innovative behavior and workplace wellbeing via coworker ostracism is unsupported. The findings of this study enrich the literature by exploring the double-edged sword effect of employee innovative behavior on workplace wellbeing. The practical implications of this study are that leaders in organizations should give employees innovation support.

How and when paradoxical leadership fosters employee innovative behaviours: The role of proactive personality and work engagement

We investigated the association between paradoxical leadership and employee innovative behaviours, and the role of proactive personality and work engagement in the relationship. Participants were 514 employees of a large Chinese internet company (female = 259; mean age = 29.85 years, SD = 5.88 years). Following a moderated mediating model, results indicated that paradoxical leadership was associated with higher employee innovative behaviours via work engagement. Furthermore, proactive personality strengthened the effects of paradoxical leadership on employee work engagement and innovative behaviours associated with higher employee productivity. Specifically, the integrative leading style of paradoxical leadership was conducive to improve employee work engagement and innovative behaviours, especially for employees with high proactive personality.

Is not workplace gossip bad? The effect of positive workplace gossip on employee innovative behavior.

The purpose of this study is to examine the role of positive workplace gossip (PWG) in employee innovative behavior, whereby a mediating effect of employee loyalty is proposed in this relationship. The moderating effect of organizational trust (OT) is also examined on the indirect of PWG on employee innovative behavior through employee loyalty. This research used a survey data of 327 employees from the enterprises selected from the Pearl River and Yangtze River Delta region of China. Based on the literature review, five main hypotheses were formulated and explored. The SPSS-Process Macro Plugin was used to analyze the hypothesized model. Results show there is a positive and significant relationship between PWG and employee innovative behavior. This study also confirm that employee loyalty is an intervening variable and OT as a moderator. Organizations should pay more attention to workplace gossip phenomena, encourage employees to take appropriate part in positive workplace gossip and to communicate positive information about other colleagues, and build an inclusive, open, sincere, and interdependent platform in the organization. Employee innovative behavior plays an essential role in organization's survival and development. Few studies have investigated PWG may promote employee innovative behavior through employee loyalty. The data, model, and findings of this research address the gap and complement the current state of knowledge.

Impact of supervisor developmental feedback on employee innovative behavior: roles of psychological safety and face orientation

PurposeDrawing on social cognitive theory, this study aims to examine the relationship between supervisor developmental feedback and employee innovative behavior, incorporating with the mediating role of psychological safety and the moderating role of face orientation.Design/methodology/approachA survey was conducted in 15 manufacturing companies in China. The participants comprised 302 employees. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediating effects are further examined with bias-corrected bootstrapping method.FindingsSupervisor developmental feedback has a positive effect on employee innovative behavior through psychological safety, and this mediating effect is weakened by protective face orientation (fear of losing face), while the moderating effect of acquisitive face orientation (desire to gain face) is not significant.Practical implicationsOrganizations should create a development-oriented and safe innovation atmosphere for employees. In addition, leaders should adopt differentiated feedback and communication methods according to subordinates' face orientation.Originality/valueThe study has demonstrated the positive effect of supervisor developmental feedback on employee innovative behavior, which is different from previous studies on performance feedback and leadership types. Meanwhile, this study has also explored the mediating effect of psychological safety and the moderating effect of face orientation, which provides more insights on the mechanism and boundary conditions of the effect of supervisor developmental feedback.

Job Autonomy on Innovative Behaviour with Work Engagement as a Mediating Variable

The purpose of this study was to examine: (1) The effect of job autonomy on innovative behaviour in Whiz Prime Hotel Padang employees. (2) The effect of job autonomy on work engagement of Whiz Prime Hotel Padang employees. (3) The effect of work engagement on innovative behaviour of Whiz Prime Hotel Padang employees. (4) The effect of job autonomy on the innovative behaviour of Whiz Prime Hotel Padang employees through work engagement. The population in this study were all employees at Whiz Prime Hotel Padang totaling 61 people. While the number of samples in this study was determined by using the total sampling method, namely making the entire population in the study a sample, so that the number of samples obtained was 61 people. The analytical technique used is SEM analysis using smart PLS3.
 The results of this study indicate that: (1) job autonomy has a positive and significant effect on innovative behaviour in Whiz Prime Hotel Padang employees. (2) Job autonomy has a positive and significant effect on work engagement for Whiz Prime Hotel Padang employees. (3) Work engagement has a positive and significant effect on the innovative behaviour of Whiz Prime Hotel Padang employees. (4) Job autonomy has a significant effect on the innovative behaviour of Whiz Prime Hotel Padang employees with work engagement as a mediating variable

Do we need friendship in the workplace? The effect on innovative behavior and mediating role of psychological safety.

Employees spend a huge time of their lives at work. As a result, friendships are often formed between individuals in the workplace. Workplace friendship is a fundamental value of human nature. Forming friendships in the workplace is vital to increase satisfaction and engagement at work. The present study proposes and tests a theoretical framework to explore the workplace friendship mechanisms and their impact on the innovative behavior of employees in the Omani service sector, and to clarify the mediating role of psychological safety. The data was gathered from the employees of private service sector in Oman. An online questionnaire form was distributed to the participants and 405 valid questionnaires were analyzed by SmartPLS software using structural equation modeling. The results indicated that workplace friendship aspects namely, friendship opportunity and friendship prevalence positively affected innovative behavior. Furthermore, friendship prevalence was positively correlated in relation to psychological safety. However, psychological safety did not have a mediating role between workplace friendship and innovative behavior. The findings are meaningful for the academic research and also give some practical suggestions for managers from a new viewpoint for the evaluation of workplace friendship in the context of the service sector, in order to achieve psychological safety, and to promote the innovative behavior of employees in this sector.

The mediating role of organizational intelligence in the relationship between quantum leadership and innovative behavior.

The present study aims to examine the mediator effect of organizational intelligence between quantum leadership and innovative behavior of employees in health organizations. It is aimed to examine the mediator effect of organizational intelligence between quantum leadership and innovative behavior of employees in health organizations. The data of the study were collected from 626 healthcare professionals working in hospitals and health centers in Istanbul, Turkey, by survey method. After the analysis of normality, validity and reliability, the hypotheses of the research were tested on the LISREL program using the structural equal modelling. The findings have showed that the three hypotheses of the research were confirmed: quantum leadership and organizational intelligence affect the innovative behaviors of employees positively and significantly, and organizational intelligence has a mediator effect between quantum leadership and the innovative behavior of employees. It is imperative that healthcare organizations, which are likely to encounter chaos and crisis risks such as the Covid-19 pandemic, follow innovation in order to provide better quality services. Quantum leadership and organizational intelligence are necessities in terms of revealing innovative behavior for healthcare organizations operating in a dynamic and chaotic environment. Since the effects of quantum leadership have not been studied in health organizations adequately, this study makes a contribution to fill this gap. In addition, it is predicted that the findings of this research will be illuminating in terms of innovative behaviors and leadership styles for health organizations that have a vital importance in all societies and have recently experienced a fact like COVID-19.

How hindrance stress, proactive personality, and the employment relationship atmosphere affect employees' innovative behavior.

Hindrance stress is a stimulus factor in the workplace that has a certain impact on the innovative behavior of employees. Most existing studies focus on the analysis of individual-level factors, ignoring the important role of organizational-level factors. This study uses multiple linear models to empirically analyze the interaction mechanisms among hindrance stress, proactive personality, employment relationship atmosphere, and employee innovative behavior factors in the workplace. This study found the following: (1) Hindrance stress negatively affects employees’ innovative behavior. (2) A proactive personality positively affects employees’ innovative behavior. (3) A proactive personality plays a moderating role in the relationship between hindrance stress and employees’ innovative behavior. (4) The employment relationship atmosphere has a positive impact on employees’ innovative behavior. (5) The employment relationship atmosphere plays a moderating role in the relationship between hindrance stress and employees’ innovative behavior. This study enriches theoretical knowledge in the field of human resources and provides guidance for business managers on the effective encouragement of employees’ innovative behavior.

Effect of Diversity Management on Organizational Trust, Employee Innovative Behavior, and Employee Engagement: Evidence from Indonesia

Internationalization and economic globalization cause diversity in organizations to be higher, thus requiring a diversity management approach. This quantitative study aims to analyze the effect of diversity management on organizational trust, employee innovative behavior, and employee engagement. Data were collected using a questionnaire involving 115 employees of a large private bank in Jakarta, Indonesia. Analysis of research data using structural equation modeling (SEM) with SmartPLS software. The results showed that diversity management has a positive effect on organizational trust, employee innovative behavior, and employee engagement. Organizational trust has a positive effect on employee innovative behavior and employee engagement. Organizational trust mediates the effect of diversity management on employee innovative behavior and employee engagement. Diversity management is very important for organizations today because it can promote organizational trust, create employee innovative behavior and strengthen employee engagement, so every organization needs to establish policies regarding diversity management practices and consistently make it happen.

Explain the model of the effect of technical competence of school principals on organizational learning and innovative behavior of employees (Case study: non-profit schools in Birjand)

Explain the model of the effect of technical competence of school principals on organizational learning and innovative behavior of employees (Case study: non-profit schools in Birjand)

PENGARUH UMPAN BALIK POSITIF PEMIMPIN DAN PENILAIAN KINERJA TERHADAP PERILAKU INOVATIF KARYAWAN: PERAN MEDIASI PERILAKU SUARA DAN OTONOMI PEKERJAAN

<p align="justify">This study aims to examine the effect of positive leader feedback and performance appraisal on employee innovative behavior mediated by voice behavior and job autonomy. The sample in this study involved 140 respondents who are employees in manufacturing, distribution and service companies. This study uses a quantitative approach which then uses primary data obtained from the results of filling out questionnaires via google form. The data were analyzed using data processing techniques using the Lisrel Structural Equation Model (SEM) method. Based on the results of the analysis in this study, it is known that innovative behavior can be influenced by positive feedback from leaders and performance appraisals which are proven to be mediated by voice behavior and job autonomy. It is thus concluded that positive feedback from leaders and performance appraisals has an important role in encouraging employees to behave innovatively supported by communication from employees through voice behavior and job autonomy.</p><p><strong>Keywords: </strong>Leader Positive Feedback(LPF), Performance Appraisal(PA), Innovative Behavior(IB), Voice Behavior(VB), Job Autonomy(JA).</p>

The Impact of Directive Leadership on Innovative Work Behavior: The Mediation Role of Continuance Commitment

Introduction/Main Objectives: The aim of this study is to test the effect of directive leadership and continuance commitment on innovative work behavior while also explaining the mediating role of continuance commit­ment and the effect of directive leadership on innovative work behavior. Background Problems: Managing innovative employee behavior is an integral component of sustainable organizational development. Innova­tive work behavior (IWB) is very important for improving organizational performance. Many studies have identified the antecedent factors of IWB. Novelty: The novelty of this research is finding a new concept of innova­tive work behavior, through the combination of the mediation construct of continuance commitment, further established under the terms of "The Improvement Model of Innovative Work Behavior based on Directive Leadership through Integration Strategy by Continuance Commitment." Research Methods: This research’s design is hypothesis testing research and the type of research design it uses is survey research (non-experi­men­tal). This study uses the indicators from only one dimension of leadership and one organizational commitment category, so there are some empirical gaps between this and the results of previous studies. The sample in this study was 120 civil servants from PPPPTK TK and PLB Bandung. In assessing the empirical model this study used partial least square structural equation modeling (PLS-SEM) analysis. Finding/ Results: The results of this study show that directive leadership has a positive and significant impact on continuance commitment, and conti­nuance commitment has a positive and significant influence on innova­tive work behavior. The effect of directed leadership on innovative work behavior is fully mediated by the continuance commitment, which is positively associated with innova­tive work behavior, but it is not signi­ficant. The influence of directive leadership on innovative work behavior is more favorable and significant as a result of the continuance commit­ment. Conclusion: This study concludes that directing leadership has an indirect effect on innovative work behavior through the mediating varia­ble of continuance commit­ment, implying that directive leadership might indirectly promote inno­vative behavior through the continuance commit­ment. The assumption is that if a leader is effective at directing staff, there will be an increase in employees’ continuance commitment, and if commitment improves, there will be an increase in innovative work behavior.

The Effect of Mindful Leadership on Employee Innovative Behavior: Evidence from the Healthcare Sectors in China.

In the health care system, it is increasingly apparent that employee innovative behavior improves the core competitiveness and resilience of organizations. Previous research has identified leadership behavior as a key predictor of employee innovative behavior. Following this logic and by integrating social information processing theory with existing research conclusions, we constructed a moderated mediation model to examine the mechanism by which mindful leadership influences employee innovative behavior. An empirical analysis of 361 questionnaires that were completed by employees from the healthcare sector in China shows that mindful leadership is positively and significantly correlated with employee innovative behavior. Creative process engagement was found to play a mediating role in this relationship. Moreover, creative self-efficacy positively moderated the relationship between mindful leadership and creative process engagement and moderated the mediating effect of creative process engagement on the relationship between mindful leadership and employee innovative behavior. That is, compared with employees with lower creative self-efficacy, employees with higher creative self-efficacy experienced a stronger indirect effect of mindful leadership on their innovative behavior. This study enriches the theoretical research on mindful leadership, clarifies the mechanism and boundary conditions of the effect of mindful leadership on employee innovative behavior, and provides theoretical support for organizational activities that stimulate and guide employee innovative behavior.

Factors Affecting the Innovative Behavior of Government Employees

This study examined organizational structure, culture, leadership, satisfaction, and Information and Communication Technology (ICT) adoption to predict employee innovation. This study used a survey data collection method and a purposive sampling technique of respondents who did innovative behavior in realizing good governance and providing public services. The questions were created using a Likert scale. Structural Equation Model-Partial Least Square (SEM-PLS) examined the data to determine its validity and reliability and test hypotheses and regression. This study found that organizational structure, culture, and leadership positively and significantly influenced employees’ satisfaction, with p-values of 0.000, 0.000, and 0.010, respectively. Moreover, employees’ satisfaction and ICT adoption also positively and significantly influenced employees’ innovation. Organizational structure, organizational culture, and leadership had a substantial impact on employees' satisfaction (R-square = 0.865), and employees’ satisfaction and ICT adoption substantially impacted employees' innovation (R-square = 0.887). The limitations and implications of this study are evaluated.