Employee Innovative Work Behavior Research Articles

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.

Effect of role ambiguity and psychological safety on employees' innovative work behavior intention

The organization environment has low role ambiguity and high psychological safety so innovation can be an organizational advantage. This research used a quasi-experimental study using the Experiment Vignette Method (EVM), which aims to measure the effect of role ambiguity and psychological safety on employees' innovative work behaviour intention. The research instrument used a questionnaire distributed using Google Forms. Data collection was carried out using a purposive sampling method and obtained 262 marketplace employees in Indonesia. Independent manipulation variables were arranged as 4x2 comic strips with 4 variations of scenarios as well as measuring employee innovative work behaviour intentions using an innovative work behaviour intention questionnaire. Two-way ANOVA analysis shows that there is a significant effect of role ambiguity on employees' innovative work behaviour intention. In addition, employees with high psychological safety also show more intention to behave innovatively. This study also shows that there is an interaction effect between role ambiguity and psychological safety on employee innovative work behaviour intention.

Servant Leadership and Innovative Work Behavior: The Mediation Role of Flow at Work and Trust

Competitiveness in the context of digital business encourages companies to continuesly innovate in their daily operations to achieve market dominance and adapt to changes in environmental forces and competitor strategies. Innovative Work Behavior (IWB) of employees is considered to be an important element for companies to carry out sustainable innovation. This research aims to determine the influence of Servant Leadership (SEL) on IWB as well as the mediating role of Flow at Work (FAW) and Trust (TR) between the relationship between SEL and IWB. This research used the survey of 247 employees from digital business companies using Structural Equation Modeling (SEM) as a data analysis method. The research results show that the majority of employees working in digital business companies feel that their desire to engage in innovative behavior is influenced by the role of their supervisor who demonstrate servant leadership characteristics as well as a feeling of flow that makes employees feel total involvement in completing their work. SEL plays a significant role in increasing employee IWB and FAW is proven to partially mediated the relationship between SEL and IWB. Meanwhile, in the indirect effect of TR, it was identified that TR did not mediate the relationship between SEL and IWB. This research is expected to provide insights for company HR management in increasing the active role of employees' innovative behavior in the workplace.

How Does Servant Leadership Enhance Worker Innovative Behavior in Pharmaceutical Industries: Mediating Role of Worker Creativity

The complex rapidly expanding business environment has given more focus to the value of innovation. The aim of this research was to investigate the relationship between servant leadership (SL) and employee innovative work behaviour (IEWB) and) explore the mediating role of worker creativity (WC) on the relationship between SL and EIWB. Data collected from 310 employees in pharmaceutical industries suggested that servant leadership has a significant and positive effect on employees' innovative work behaviour. Based on the findings, servant leadership positively influences employees' innovative work behaviour. Furthermore, worker creativity mediates the relationship between servant leadership and employees' innovative work behaviour. The impact of servant leadership on employees' innovative work behaviour is expanded, and the mediating processes by which servant leadership promotes employees' innovative work behaviour are explained. It concludes by exploring the essential responsibilities that leaders play in modern organizations.

Examining the effect of entrepreneurial work environment on the innovative work behavior of employees

The study aimed to examine the effect of an entrepreneurial work environment on the innovative work behaviour of the employees. To support the theories of the study, literature was reviewed. The study follows a research methodology and uses a descriptive assessment and correlational research design. The study used research questionnaires to gather the data and to analyze the data, the weighted mean and Analysis of Variance were used. The study found that entrepreneurial work environments and innovative work behaviour are high. However, there was no correlation between the entrepreneurial work environment and the innovative work behaviour of the employees. Thus, the hypothesis is rejected. It is recommended that further study needs to be done concerning other factors that affect innovative work behaviour.

From Theory to Practice: HRM Practices and Intellectual Capital in Fostering Innovation

In a rapidly changing business environment, organizational innovation and employee innovative work behavior are the basis for high organizational performance and long-term success. Against this background, the purpose of this study is to propose a conceptual model that links knowledge-based human resource management and intellectual capital and collaborative human resource management practices to innovative behavior at the level of the employee in the organizational context. Drawing on the existing literature and conceptual argument, the present study will argue for this strategic importance of workers’ innovative performance in promoting organizational success. Specifically, the study argues that adopting KHRM and CHRM practices are effective strategies that foster innovation within the organization. Furthermore, the research also reports the critical importance of intellectual capital in driving innovative work behavior. Intellectual capital acts as a mediator between HRM practices and innovative work behavior. The study's theoretical framework and conceptual propositions provide valuable insights into understanding and promoting innovation inside organizations. Additional investigation into these connections would provide pragmatic advice for HRM experts and organizational leaders who want to cultivate creativity and drive achievement within their organizations.

The role of innovative work behavior and organizational support for business model innovation

While innovative work behavior sets the stage for organizational innovativeness, little is known about how innovative work behavior is related to business model innovation. This study analyzes how employees' innovative work behavior leads to business model innovation. Following the organizational support theory, we further examine that business model innovation is a function of individual innovative work behavior of the employee and the firm's ability to create an organizational environment in which these work behaviors can unfold and be translated into innovative output, such as business model innovation. Based on survey data from 154 firms, this study empirically finds that employee innovative work behavior is positively related to business model innovation. Further, we find that the effect of innovative work behavior on business model innovation is moderated through organizational support for innovation. However, the moderation reveals different results for low levels of innovative work behavior than for high values. For high values, we find that additional organizational support does not lead to more business model innovation.

Cognitive Uncertainty and Employees’ Daily Innovative Work Behavior: The Moderating Role of Ambidextrous Leadership

Innovation is crucial for public organizations to adapt to changing circumstances. While successful innovation requires employees both to explore new ideas and to exploit current processes, such innovative work behavior is often bounded by constraints, both situational and personal. This study examines individual-level constraints on innovation by focusing on cognitive uncertainty as a personal state that may affect innovative work behavior. Using a quantitative daily diary study among public professionals in the Netherlands ( n = 88 respondents and 369 diary entries), the analysis identifies a positive relationship between daily cognitive uncertainty experiences and daily employee innovative work behavior. However, this relationship is only present when employees perceive substantial support from their team leader. This support takes the form of ambidextrous leadership, which mirrors the duality of the innovation process and is shown to be most effective in stimulating innovative work behavior and in managing cognitive uncertainty in stimulating innovation.

Pengaruh Digital Leadership Terhadap Kinerja Karyawan Dimediasi oleh Perilaku Kerja Inovatif Karyawan Milenial

The digital era is an era where technology will be used frequently. Where companies will need a leader who must be able to master digital and adhere to the standards of the company, especially in the East Java area. Therefore, companies in East Java need a digital leader to help their employees improve employee performance and creativity. The aim of this research is to determine the influence of digital leadership on employee performance which is mediated by the innovative work behavior of millennial employees in East Java. The technique used was judgment sampling technique and this research consisted of 139 employees. Data was processed using a questionnaire and then using inferential statistical analysis techniques, especially Partial Least Squares (PLS) with Smart-PLS 4 software. This research shows that digital leadership has a big influence on employee performance. Employee innovative work behavior also greatly influences Digital Leadership. Innovative Work Behavior has a significant positive effect on Employee Performance. Innovative Work Behavior has a significant and positive mediating effect on Digital Leadership and Employee Performance.

KEPUASAN KERJA MEMEDIASI BERBAGI PENGETAHUAN DAN KESEIMBANGAN KERJA TERHADAP PERILAKU KERJA INOVATIF PEGAWAI DINAS KESEHATAN PROVINSI BENGKULU

This study aims to determine whether job satisfaction mediates knowledge sharing and work balance on the innovative work behavior of employees of the Bengkulu Provincial Health Office. This research method is a quantitative method with data collection techniques carried out by distributing questionnaires using a Likert scale. In the validity test results for 40 questionnaire question items are declared valid, where the Correlation value is above the R-table or more than 0.1166 and significant below 0.05. For the reliability test, the questionnaire that has been distributed is reliable because the Cronbach's Alpha value is> 0.60. The value of the knowledge sharing variable is 0.783> 0.60, the work balance variable is 0.985> 0.60, innovative work behavior is 0.989> 0.60 and for job satisfaction is 0.923> 060. The normalization test that the asymp.sig value is 0.246 which means greater than 0.05 so it can be concluded that the data is normal distribution. Multiple linear regression model (1) for all variables is declared significant because all values are greater than 0.05. Multiple linear regression model (2) for all variables is valid because the value of R2 or R square contained in the summry model table is 0.847, this shows that the contribution of X1, X2 and Y to M is 84.7%.

Innovative Work Behavior and Job Performance of Corporate Employees in the Age of Artificial Intelligence

Abstract In the Artificial Intelligence era, organizations face unprecedented challenges and opportunities. The use of technology has not only changed the way work is done, but also had a significant impact on employee behavior patterns and performance. The innovative work behavior of employees greatly influences the sustainable development of enterprises. How AI affects explicitly employees’ innovative work behaviors and the mechanism of its impact on work performance is unclear. An in-depth analysis of this process is essential for optimizing the application of AI, promoting employees’ innovative behaviors, and improving job performance. The study of AI’s influence on employees’ innovative behavior and its effect on job performance was conducted using multiple regression and path analysis methods. It was discovered that the use of AI significantly impacts employees’ innovative behavior and work performance. In the paper, after controlling for factors such as gender, education, and enterprise size, the positive influence coefficient of AI on employees’ innovative behavior is 0.305 (p<0.01), and the positive influence coefficient on job performance is 0.520 (p<0.001). The relationship between artificial intelligence and employee innovative behavior is mediated by interpersonal trust. Artificial intelligence directly affects employees’ innovative work behavior, enhances their intrinsic and extrinsic motivation, and indirectly promotes work performance improvement. To encourage employee innovative behavior and improve work performance, enterprises should actively adopt AI technology while maintaining interpersonal trust.

Examining the Effect of Entrepreneurial Work Environment on the Innovative Work Behavior of Employees

Examining the Effect of Entrepreneurial Work Environment on the Innovative Work Behavior of Employees

Pengaruh Digital Skill, Transformational Leadership dan Readiness for Change sebagai Variabel Mediasi terhadap Innovative Work Behaviour

The decline in the Global Innovation Index (GII) in Indonesia highlights the importance of promoting Innovative Work Behavior. In response, the government has initiated a Large-scale Bureaucracy Reform Design, emphasizing the significance of innovation in achieving world-class governance. Innovative Work Behavior is defined as creative ideas and contributions from employees in solving job-related problems, which impact organizational performance improvement. This research is motivated by the need for innovation in the public sector, particularly in the digital transformation of government services. The purpose of this study is to analyze the influence of Digital Skills and Transformational Leadership on Innovative Work Behavior, mediated by Readiness for Change, in the context of implementing Dukcapil Go Digital in the Population and Civil Registration Office (Disdukcapil) of Dharmasraya Regency. This research is a case study with a quantitative approach. The research respondents are all employees of Disdukcapil Dharmasraya Regency. This study uses primary data obtained from respondent answers through a questionnaire filled out via Google Forms. Data analysis technique uses the SEM-PLS (Structural Equating Modeling-Partial Least Square) method. The research findings indicate that Digital Skills and Transformational Leadership have a positive and significant influence on the Innovative Work Behavior of employees in the Population and Civil Registration Office of Dharmasraya Regency. Digital Skills also have a positive and significant influence on Readiness for Change, while Transformational Leadership does not have a significant influence on Readiness for Change. Although Readiness for Change has a positive impact, it is not significant on Innovative Work Behavior. Furthermore, Readiness for Change is not able to function as a mediator between Digital Skills and Innovative Work Behavior, as well as between Transformational Leadership and Innovative Work Behavior.

Digital Distractions in the Workplace: Exploring Cyberloafing Impact on Employee Behaviour and Innovation

Cyberloafing is a new phenomenon. As a result of extensive internet and technology use in the workplace throughout the digital era, the practice of cyberloafing has emerged. With the advent of communication technologies, there is a continuous usage of the internet, mobile devices, and computer devices at the workplace. The online activities have been increasing every day. Therefore, in the present study, an attempt has been made to gather information about cyberloafing and its effects on employee behaviour. The purpose of this study is to know in which type of cyberloafing activities employees are engaged and how these cyberloafing activities impact employee behavioural factors (such as recovery, development, addiction and deviance) and innovative work behaviour. For this purpose, data were collected from public sector employees and private sector employees from the educational as well as healthcare sectors residing in Haryana. The data were collected from 150 respondents through questionnaires and analysed by using structural equational modelling SEM-PLS. The study is based on the concept considering cyberloafing as a multidimensional construct that includes cyberloafing activities (social, informational, virtual and leisure) and cyberloafing behaviour (recovery, development, deviance and addiction). The findings of the study indicate that cyberloafing activities have a significant positive impact on employee innovative work behaviour. The present research findings are beneficial for organisations to be aware of cyberloafing activities in which employees are engaged and cyberloafing behaviour which companies are interested to know. This study has important implications for organisations looking to adapt to new technologies and efficiently control cyberloafing behaviours in the digital world.

Managerial coaching and employees’ innovative work behavior: The mediating effect of work engagement

Small- and medium-sized enterprises (SMEs) rely on each employee to be innovative, and understanding how employees can be supported in their innovative behavior is a crucial factor. This study draws on managerial coaching (MC) literature to examine the dynamics of how leadership behaviors impact employees’ innovative work behavior (IWB). In an attempt to disclose the mechanism through which MC can impact the IWB of employees, we particularly expected work engagement to mediate the relationship. Accordingly, we operationalized IWB as a four-dimensional construct to show whether MC and work engagement equally affect all of the dimensions of IWB. We collected survey data ( N = 4418) from 88 Finnish SMEs and found that MC was positively related to each dimension of IWB, and that work engagement mediated the linkages. Interestingly, the importance of MC (both directly and when mediated by work engagement) grows as the employee moves from idea exploration to implementation. This study sheds light on the mechanism through which leadership behavior can impact the IWB of employees in SMEs.

THE ROLE OF WORKPLACE SOCIAL COURAGE IN DEVELOPING INNOVATIVE WORK BEHAVIORS

In today's world where development and change are experienced rapidly, employees need to provide the necessary support to their organizations by displaying innovative work behavior (IWB) in the information sector, where keeping up with the change has become even more important. It is aim to reveal the role of workplace social courage (WSC) in developing the IWB of IT sector employees and to determine the effects of the WSC of employees on IWB. In this context, data were collected from the first 100 IT sector employees. Data obtained from the information sector employees determined by the convenience sampling method, it was concluded that the level of WSC and IWB of the information sector employees is high. It is seen that WSC has a positive, and significant relationship with the IWB levels of the employees, and WSC positively affects the IWB of the employees. In the research, it was concluded that employees with high WSC in the IT sector exhibit more IWB. It was concluded that gender and professional experience, which are among demographic variables, do not differ in the WSC and IWB of IT sector employees. 
 Keywords: Innovative wor behavior, courage, workplace social courage, it industry.

Fostering firm innovativeness: Understanding the sequential relationships between human resource practices, psychological empowerment, innovative work behavior, and firm innovative capability

This study investigated the relationships between human resource (HR) practices, employee psychological empowerment, employee innovative work behavior, and firm innovation capability in the context of the Information and Communication Technology (ICT) sector in Jordan. Employing the Social Exchange Theory (SET) as a guiding framework, this study explored how employee psychological empowerment and innovative work behavior mediated the influence of HR practices on a firm's innovative capabilities. Drawing on extensive data collected from ICT organizations in Jordan, our analysis had several key findings. A significant positive correlation between HR practices and psychological empowerment was observed. Job design emerged as the most influential factor affecting psychological empowerment, whereas compensation had a weaker impact. Furthermore, we established that psychological empowerment significantly enhanced innovative work behavior, underscoring its role as a catalyst for innovative work behavior within the sector. Finally, our study supported the theory that psychological empowerment influenced a firms' innovation capabilities, emphasizing the pivotal role of employee empowerment in driving firm-level innovation in the Jordanian ICT sector. These findings provide insights for academic and practical audiences, clarifying how HR practices, employee psychological empowerment, and innovative work behavior collectively influenced firm innovation capability within the unique context of the Jordanian ICT sector.

A Conceptual Review of the Determinants of Employee Innovative Work Behavior

The increasing prevalence of digitalization, competitive markets, quick environmental changes, and the imperative of organizational sustainability have necessitated business organizations to adopt innovative practices. Hence, all organizations must foster a culture of innovative work behavior among their employees to ensure the organization's ongoing survival and advancement. Nonetheless, comprehensive studies that methodically scrutinize the different factors affecting IWB within a unified theoretical model are insufficient. This research is a literature review to find and analyze factors that influence innovative work behavior. The findings of the literature review or existing research indicate that psychological empowerment, employee engagement, self-efficacy, knowledge sharing, perceived organizational support, climate for innovation, HRM practices, and transformational leadership have consistently demonstrated strong associations with employee IWB in various studies. This study additionally proposes a novel conceptual framework that examines the interplay between psychological empowerment, employee engagement, self-efficacy, knowledge sharing, perceived organizational support, climate for innovation, HRM practices and transformational leadership, with a specific focus on their impact on IWB. This framework holds potential for future investigations conducted by other scholars.

PENGARUH KEPEMIMPINAN TRANSFORMASIONAL, SELF EFFICACY, DAN WORK ENGAGEMENT TERHADAP PERILAKU KERJA INOVATIF YANG DIMODERASI OLEH LINGKUNGAN KERJA PADA PEGAWAI

Innovative work behavior can result in constructive conflict, innovation success, and a positive work attitude. Also there is an increase in performance, compatibility between demands and work abilities, job satisfaction, employee welfare, better interpersonal relationships, and increased personal growth. The purpose of this study was to determine the effect of transformational leadership, self-efficacy, and work engagement on innovative work behavior. The sample in this study amounted to 65 samples. The instrument used in this research is a questionnaire. Data were analyzed using Structural Equation Modeling with the help of the Partial Least Square (PLS) program. Based on the results of the study, it can be concluded that transformational leadership, self-efficacy, and work engagement have a positive and significant effect on the innovative work behavior of employees of the West Nusa Tenggara Province Communication, Informatics and Statistics Office. The work environment is able to moderate the relationship between transformational leadership on innovative work behavior of employees of the Information Communication and Statistics Office of the Province of West Nusa Tenggara, while others say that the work environment has not been able to moderate the relationship between self-efficacy and work engagement towards innovative work behavior of employees of the Office of Information Communication and Statistics of the Province of West Nusa Tenggara.
 Keywords:
 Transformational Leadership, Self Efficacy, Work Engagement, Innovative Work Behavior, and Work Environment

Speak up to speed up innovation: servant leadership triggered innovative work behavior mediated through voice behavior

Purpose This study aims to unfurl the mediating role of facets of voice behavior. The study also unearths the relationship between servant leadership and voice behavior. Design/methodology/approach The data were collected from follower manager dyads in two waves of data collection initiated after the completion of the preceding wave. The final sample size obtained was 312. Findings The study found servant leadership to be related to innovative work behavior and facets of voice behavior. The study also found promotive voice behavior and preventive voice behavior to be related to the innovative work behavior of employees. The study found promotive voice behavior and prohibitive voice behavior work as parallel mediators linking servant leadership to the innovative work behavior of employees. Originality/value To the best of the authors’ knowledge, this study is the first to unearth mediation linking servant leadership to innovative work behavior through both facets of voice behavior.