Innovative Work Research Articles

PENERAPAN DIGITAL LEADERSHIP DALAM MENDORONG INOVASI DAN KREATIVITAS SDM DI SEKTOR PARIWISATA

The study investigates the impact of digital leadership on the innovation and creativity of human resources (HR) within the tourism sector, employing a survey-based quantitative approach. Digital transformation in this industry necessitates leaders who can effectively integrate technology to foster an innovative and creative work environment. Data were collected through questionnaires distributed to 120 respondents, comprising managers and employees from various tourism organizations across different regions. The analysis utilized linear regression to explore the relationships between the variables of digital leadership, innovation, and HR creativity. The results indicate that digital leadership exerts a positive and significant influence on both HR innovation and creativity. Specifically, digital leaders who empower their employees through technology, maintain effective communication, and encourage continuous learning play a crucial role in fostering creative ideas and implementing innovations within their organizations. These findings offer valuable insights for stakeholders in the tourism industry, suggesting that adopting effective digital leadership strategies can enhance competitiveness. By prioritizing digital leadership, organizations can better navigate the challenges posed by rapid technological advancements and changing market demands. In conclusion, the study underscores the essential role of digital leadership in driving innovation and creativity among HR in the tourism sector. As the industry continues to evolve with digital transformation, leaders must adapt their strategies to cultivate an environment conducive to creativity and innovation, ultimately contributing to organizational success. Keywords: Digital Leadership; Innovation; Creativity; Tourism; Human Resources

The role of leadership in promoting innovation within organizations in public sector

This study investigates the relationship between Knowledge Sharing, Person-Organization Fit (P-O Fit), and Innovative Work Behaviors (IWB) in public organizations in Iraq. It examines how the alignment between individual attributes and organizational culture affects employees' commitment to innovative work behaviors. Data were collected from 410 employees in public institutions, with surveys available in Kurdish and English. Findings indicate that information sharing enhances P-O Fit and promotes innovative work behaviors, both essential for organizational adaptability and growth. The study underscores the importance of fostering a collaborative environment to strengthen organizational cohesion. Organizations with strong P-O Fit are better positioned to retain talent and encourage creativity. Recommendations include refining recruitment and training processes to align with organizational culture, implementing programs to support development, and regularly evaluating knowledge-sharing practices. This analysis advances the theoretical understanding of how P-O Fit and knowledge exchange drive progress in the public sector and offers valuable insights for leaders.

Pygmalion leadership and innovative work behavior of hotel employees in Ghana: The mediating roles of supervisor developmental feedback and supervisor supportive behavior

Scholars believe that exploration of the factors that mediate Pygmalion leadership (PL) and follower performance contribute a great deal to the understanding of PL. However, mediation studies involving PL and innovative work behavior (IWB) are largely absent in the extant literature. This study aimed to examine the mediating roles played by supervisor developmental feedback (SDF) and supervisor supportive behavior (SSB) in the influence of PL on IWB of hotel employees. Using PLS-SEM procedures, it was discovered that one of the two mediators, SDF, significantly mediated the influence PL had on IWB. Discussion and implications of the findings were highlighted accordingly.

Talent management and innovative work behavior in tourism and hospitality businesses: Does absorptive capacity matter?

This study investigates the impact of talent management (TM) on innovative work behavior (IWB) in five-star hotels and category-A travel agencies, focusing on absorptive capacity (AC) as a mediator. This study collected 323 responses from top and middle-level management at five-star hotels and category-A travel agencies operating in Egypt, evaluating the hypothesized model using the Partial least squares structural equation modeling (PLS-SEM) technique with WarpPLS software 7.0. Findings show that TM positively affects IWB and AC. Moreover, AC positively affects IWB. The findings also support the hypothesis that AC plays a significant mediation role in the relationship between TM and IWB. The study provides valuable insights into Human Capital Theory. The study also offers practical insights for tourism and hospitality businesses to enhance AC and foster IWBs.

Examination of the effects of innovative work behavior and leadership support on employees

PurposeThe purpose of the study is to examine the effects of innovative working behavior and leader support of employees in marketing and advertising companies, one of the sectors where creative ideas and innovative thoughts are common.Design/methodology/approachWithin the scope of the research, a questionnaire was applied to 443 authorized employees working in marketing and advertising companies headquartered in Istanbul in order to examine innovative work behavior and leader support. The collected data were analyzed using the SmartPLS 3.3.9 package program.FindingsAs a result of the analysis of the collected data, it is supported by hypotheses that innovative work behavior and leadership support have positive effects on employees.Research limitations/implicationsIt is not possible to make generalizations because a questionnaire was administered to 443 authorized employees working in marketing and advertising companies whose research centers are located in Istanbul. However, it should be taken into account as a source to provide a basic idea for future research.Practical implicationsAs a result of the analysis of the data collected from the marketing and advertising sectors, where creativity and innovation are common, it can be explained that innovative work behavior has positive effects, and that the positive effects continue with the effect of leader support on innovative work behaviors.Originality/valueThe research is original since it is carried out in marketing and advertising companies where traditional activities are not accepted, constantly innovative ideas and thoughts are stated and innovative behavior of employees is important in terms of raising awareness.

Performance Indicators for A Healthcare Company in Indonesia

Indonesia's healthcare industry boasts a thriving pharmaceutical sector with revenue exceeding $9 billion. However, it faces a critical challenge. The infrastructure, with only 1.17 hospital beds per thousand inhabitants, struggles to meet the growing demand fueled by the rapid expansion of the JKN program, which now covers over 200 million participants. To address this challenge, this research proposes a Knowledge Based Performance Management Systems (KBPMS) framework, tailored for the healthcare sector. The framework encompasses 29 Key Performance Indicators (KPIs) categorized into three perspectives: Business Result, Internal Business Process, and Resource Capability. These KPIs provide a comprehensive and balanced assessment of healthcare organizations' performance across critical dimensions. Analysis of the proposed KPIs reveals that hospitals prioritize organizational development, emphasizing the importance of teamwork, knowledge sharing, and leadership skills among staff. These factors are crucial for fostering a collaborative and innovative work environment, enabling hospitals to deliver high-quality care and adapt to the evolving healthcare landscape. The KBPMS framework offers a valuable tool for healthcare organizations to enhance their performance management practices. By adopting this framework, hospitals can effectively measure, monitor, and improve their operations, leading to better patient outcomes and organizational sustainability. The research highlights the KBPMS framework's potential in Indonesia, but further research is needed to explore its effectiveness in broader healthcare settings and its long-term impact.

Servant leadership and innovative work behavior: the role of innovation climate using evidence from the Ugandan local government sector

PurposeDrawing from the social exchange theory and leadership-making model, this study aimed to develop a research model where innovation climate (IC) mediates the servant leadership (SL) influence on innovative work behavior (IWB).Design/methodology/approachThrough structural equation modeling, we evaluated the aforementioned links using data gathered from 324 employees drawn from Uganda’s local government (LG) employees.FindingsThe findings show that the impact of SL on IWB is mediated by IC. An IC within the organization is made possible by effective SL ethos; moreover, this climate promotes IWB. Also, the innovative nature of LG employees promotes IWB.Research limitations/implicationsLG leadership ought to be committed to the SL philosophy since it fosters an environment that encourages IWB. To spark IWB, it should also take advantage of the innovative environment. Management must make sure that in such a setting, supervisors are construed as servant leaders and low cadre staff have the capacity to be servant leaders. Employees will be more motivated to contribute to the organization by engaging in high IWB once they have received the training, empowerment and rewards they deserve in a setting that emphasizes effective SL principles.Originality/valueDespite the existence of numerous studies, there is little empirical evidence that SL influences IWB within the setting of the LG sector. Evidence for the underlying mechanism by which SL promotes IWB is still lacking. Third, we explicitly test the IWB model developed based on euro-leaning theories using the LG context. Finally, there is a dearth of data relevant to how IC affects IWB. The research addresses these gaps.

The Key Role of Employee Commitment in the Relationship Between Flexible Work Arrangements and Employee Behavior

The research’s main objective is to examine the mediating role of Employee Commitment (EC) in the relationship between Flexible Work Arrangements (FWAs) and employee behavior (Innovative Work Behavior (IWB) and Employee Performance (EP)) among employees in the Republic of Serbia. The research consists of a theoretical part (review of the literature on previous theoretical and empirical findings) and an empirical part (Partial least squares structural equation modeling (PLS-SEM) analysis conducted on a sample of 582 employees in Serbia). The main findings have determined that there is full mediation, as the indirect effect of FWAs on Innovative Work Behavior through employee commitment is significant, and partial mediation, as the indirect effect of FWAs on Employee Performance through Employee commitment. The flexibility provided by FWAs not only increases employee satisfaction and loyalty but also motivates them to reciprocate through improved behavior and employee performance. In this way, employee commitment becomes a key factor that links organizational flexibility policies with positive outcomes in employee behavior. Flexible work arrangements are key to HR sustainability by enabling a better work-life balance, reducing stress, increasing employee commitment, and fostering long-term innovation and productivity. The mediating role of employee commitment in the relationship between flexible work arrangements and employee behaviors, such as innovative work behavior and employee performance, is particularly important. A high level of commitment, which stems from flexible work conditions, significantly contributes to innovative practices and improved performance, further strengthening the sustainability of organizations.

Uncovering the Effect of Wellbeing HRM on Innovative Work Behavior through Proactive Motivation

This study examined the linkage of well-being (WHR) and innovative work behavior (IWB) through the mediating proactive motivational states (PM) role, i.e., psychological safety and organization identification. The models were validated, and SEM and CFA tested hypotheses of cross-sectional data. Study outcomes show a strong beneficial linkage between innovative work behavior and wellbeing-oriented HRM and the mediating role of proactive motivational states. All relationships are statistically significant at both 1 and 5 percent levels. These results highlight the importance of WHR and the intervening effect of PM on innovative workforce behavior in the context of the telecommunication sector. Understanding that HRM, motivation, and innovative behavior can help executives in the telecom sector improve managerial techniques and foster a culture of innovation through proactive motivation.

Improving Employee Performance through Achievement Motivation and Organizational Learning with The Mediation Role of Innovative Work Behavior

<span>The government organizations must strive to improve employee performance by optimizing the potential of each employee. Therefore, the current study aims to analyze the effect of achievement motivation and organizational learning on employee performance with the mediating role of innovative work behavior. The sample size was taken from 93 employees of Pemalang District Village, Pemalang Regency, Central Java, Indonesia. The collected data were tested using Partial Least Square. The finding revealed achievement motivation and organizational learning have a positive effect on employee performance. Furthermore, the results prove that innovative work behavior can mediate the relationship of achievement motivation and organizational learning on employee performance. The importance of these results contribute to supporting human resource management theories.</span>

The Significance of Responsible Leadership for Innovative Work Behaviour: A Conceptual Framework

Responsible leadership is a key foundation in today's dynamic business world, where the call for ethical behaviour and innovation is louder than ever. Unlike traditional leadership paradigms, responsible leadership represents a multifaceted relationship and views leadership as a dynamic interplay between leaders and stakeholders, rather than a one-sided leader-follower dynamic. Based on this understanding, our study developed a conceptual framework for the relationship between accountable leadership and innovative work behaviors. It also identified mediating-moderating roles to better understand the linkages and gaps in the research. The conceptual framework was developed based on a literature search of 82 studies. The individual constructs of the model were analysed with the findings of other studies and the theoretical and practical contribution was identified through synthesis. In order to create a sustainable future, it is imperative that the pursuit of continuous innovation and the principles of responsible behaviour form the cornerstones of any society. Responsible leadership stimulates innovative work behaviour not only for the benefit of the organisation but also for the well-being of all stakeholders. This is essential to building the relationships and corporate culture that mediate this relationship. The moderator of this relationship is the moral intelligence of the responsible leader, which strengthens the relationship between responsible leadership and innovative work behaviour. The study contributes by providing a comprehensive review of the existing knowledge on responsible leadership and innovative work behavior. Furthermore, it enriches scholarly knowledge and offers practical insights into the characteristics desirable in CEOs to promote responsible and innovative business behavior.

Adaptive Digital Leadership Approaches for Self-engagement to Overcome Digital Transformation Gaps

Digital transformation, forced by a rapidly changing environment and the increasing speed of technological advancements, enables various valuable opportunities in the business context, like increased efficiency, lower costs, and thus enhanced competitiveness, and manifold, complex challenges, like fast-changing customer expectations, increasing job demands, new value creation structures, and disruptive competition from outside the traditional industry boundaries. This often leads to business process reengineering and urges the strategic realignment of management and leadership styles based on competitive positions and corporate goals. In digital transformation, value impedance defines resistances encountered when integrating new digital technologies and processes into existing systems and workflows. Similarly, digital transformation gaps such as the business model gap are discrepancies preventing organizations from fully exploiting benefits and overcoming the challenges of digital transformation. The connection of digital transformation gaps and value impedance is recommended to avoid conflicts when facing digital transformation. However, as many organizations face difficulties with that alignment, this paper introduces the topic of digital transformation gaps, specifically the business model gap, and discusses its bridging with digital leadership aspects regarding self-engagement. Self-engagement enhances employee motivation, innovative work behaviors, performance, and a positive attitude toward change. This research thus answers the following research question: what digital leadership factors contribute to the development of self-engagement of employees in organizations to bridge the business model gap in digital transformation? This qualitative research is based on the Design Science Research method and elaborates four matrices with four strategic options each to enhance the self-engagement of employees, based on validated questionnaire items from the existing literature, and iteratively evaluated and further developed through semi-structured interviews with domain experts. Consequently, these four matrices build the basis for bridges to overcome the business model gap in digital transformation. Further research is suggested, on the one hand, to validate the proposed strategic options quantitatively and, on the other hand, to extend the approach with more strategic options also for other focus areas.

Grading Melanocytic Dysplasia: Updated Histopathologic Criteria.

Dr. Martin C. Mihm, Jr.'s innovative work on the dysplastic nevus achieved a milestone in his chapter in the World Health Organisation Classification of Skin Tumours (WHO-C). WHO-C presents a dichotomous classification (high-grade versus low-grade dysplastic nevi) and a quantitative metric to assess melanocytic nuclear enlargement. The Duke classification is a related approach that provides mostly quantitative histopathologic criteria for dysplastic nevi and gives due weight to architectural features as well as cytology. This paper proposes and illustrates updated criteria for scoring and grading melanocytic dysplasia, incorporating some of the definitions and categories of WHO-C, while refining the quantitative and architectural elements of the Duke grading system to facilitate more detailed and precise assessment of dysplastic nevi.

Behaving with style: investigating the influence of decision-making styles on the innovative work behavior of managers

PurposeThis paper explores the relationship between managers’ decision-making style (DMS) and innovative work behavior (IWB). Our study addresses a notable gap in existing research, as the relationship between DMS and IWB has been unexplored.Design/methodology/approachWe rely on data from a sample of managers from diverse companies in Kosovo to test our hypotheses. We use structural equation modeling for data analysis, and as a complementary test, we perform a necessary condition analysis.FindingsManagers who adopt rational and intuitive decision-making styles tend to demonstrate higher IWB, whereas those who favor dependent, avoiding or spontaneous decision-making styles behave less innovatively. Rational style is a necessary but not sufficient condition for IWB of managers.Practical implicationsThe innovative work behavior of managers is significantly influenced by their decision-making style. Based on this relationship, our research can contribute to decision-making training, personnel selection and development, career planning and organizational innovation initiatives.Originality/valueOur study is the first to investigate the relationship between decision-making styles and innovative work behavior with a sample of managers. Furthermore, it is the first study to investigate the stylistic determinants of the innovative work behavior of managers in a non-Western context.

Determinants of Employee Innovative Work Behavior

The objective of this study is to examine the direct and indirect effects of resilience, transformational leadership, competence, and religious attitudes on innovative work behavior. The data were collected using a questionnaire. The population in this study was 1491 employees. A total of 579 employees participated were subjected to statistical analysis using Partial Least Square-Structural Equation Modeling (PLS-SEM). The findings indicate that the resilience, transformational leadership, and competence have a direct effect on the innovative work behaviour. Similarly, the competence and transformational leadership are also found to have a direct effect on the resilience. However, the religious attitudes have no direct effect on either transformational leadership or resilience. Further, the resilience plays a mediating role in the indirect effect of competence and transformational leadership on the innovative work behavior. In contrast, the resilience fails to mediate the indirect effect between religious attitudes and innovative work behavior. These empirical findings highlight the significant influence of determinants of innovative work behavior.

Perceived overqualification and innovative work behavior: a moderated mediation model

While prior studies have emphasized that overqualified employees are considered valuable and scarce resources for organizational innovation, there has been insufficient exploration of the process through which these employees utilize their advantageous resources to gain additional new resources and ultimately foster innovative behaviors. This study draws on conservation of resources theory to build a theoretical model that outlines how overqualified employees affect their acquisition of competence-based resource (i.e., role breadth self-efficacy) and subsequent innovative work behavior. Results from a multiwave field study revealed that perceived overqualification is positively associated with employees’ role breadth self-efficacy, which in turn prompts them to engage in innovative work behavior. The positive indirect effect of overqualification on innovative work behavior via role breadth self-efficacy is stronger when overqualified employees perceive a higher (versus lower) level of job autonomy. Overall, this study extends theory by demonstrating how overqualified employees engage in resource acquisition and utilization processes to overcome potential resource depletions and foster innovative work behavior.

INNOVATIVE APPROACHES TO HUMAN RESOURCE MANAGEMENT IN A MULTICULTURAL ENVIRONMENT

Modern organizations operating in a globalized environment face challenges in managing multicultural teams, which require new approaches to human resource management (HRM). This article explores the strategic aspects of HRM in a multicultural context, with an emphasis on a systematic and scientifically grounded approach to harmonizing interactions within teams with diverse cultural backgrounds. The study analyzes approaches to motivation, adaptation, and personnel development, which contribute to cultural awareness and cross-cultural communication – key elements for the successful functioning of multicultural organizations. Special attention is given to the potential use of the Theory of Inventive Problem Solving as a tool that provides a systematic approach to resolving managerial conflicts in multicultural teams. This theory enables the integration of cultural differences with unified corporate standards, promoting the effective use of human capital. The study also examines the influence of various leadership models, including inclusive and servant leadership, on creating an innovative work environment that enhances productivity. The analysis of the results indicates that integrating cultural diversity into HRM strategies is not only a challenge but also a significant competitive advantage for organizations. A key contribution of this article is the identification of critical factors such as cultural intelligence, adaptive leadership, and innovative approaches to personnel development that contribute to the success of HRM strategies in a multicultural context. It is emphasized that organizations that employ a systematic approach to managing cultural diversity enhance their flexibility, employee engagement, and innovation. The findings can serve as a basis for further research and the development of practical recommendations to help organizations improve their competitiveness in the international market. This article makes a substantial contribution to the scholarly research on managing multicultural teams by proposing a systematic approach to conflict resolution and process optimization in today’s dynamic organizations.

Linking leaders’ learning goal orientation to employees’ innovative work behaviour, job satisfaction and emotional exhaustion: leaders’ provision of learning-oriented goals and feedback and coaching accuracy

ABSTRACT Providing employees with opportunities to learn and develop oneself is essential in cultivating a productive, happy and healthy workforce. In this study, we explore the role of leaders’ learning goal orientation, and their provision of (developmental) performance management practices to employees, in this regard. More specifically, we hypothesize that leaders’ learning goal orientation is positively related to their provision of learning-oriented goals to employees, in which employees have the opportunity to improve and develop their abilities and knowledge over time. Next, we expect that leaders’ provision of learning-oriented goals to employees has a positive relationship with employees’ innovative work behaviour and job satisfaction, and a negative relationship with their emotional exhaustion. Moreover, we study the role of feedback and coaching accuracy as a moderator, strengthening the relationships between learning-oriented goals and each of the three outcomes. Data from a time-lagged survey design using multi-informant reports from 687 employees and 277 corresponding leaders confirms our hypotheses. Interestingly, the data also indicates that when employees receive low levels of feedback and coaching accuracy, leaders’ provision of learning-oriented goals to employees shows no significant relationship with employees’ job satisfaction and emotional exhaustion.

Transformational Leadership and Innovation Work Behavior: The Role of Perceived Organizational Support and Knowledge Sharing

Transformational Leadership and Innovation Work Behavior: The Role of Perceived Organizational Support and Knowledge Sharing

Ana Cristina Andreazza: Driven by curiosity – transforming mental health through mitochondrial innovation

Dr. Ana Cristina Andreazza is a Professor of Pharmacology Toxicology and Psychiatry at the University of Toronto, holding the Thomas C. Zachos Chair in Mitochondrial Research and a Tier II Canada Research Chair in Molecular Pharmacology of Mood Disorders. As the visionary Founder and Scientific Director of the Mitochondrial Innovation Initiative (Mito2i), she leads pioneering research on the role of mitochondrial dysfunction in neurological and psychiatric diseases, organ transplants, and novel therapeutic strategies. Her groundbreaking work has revolutionized our understanding of the relationship between mitochondrial function and mental health disorders, particularly bipolar disorder. Dr. Andreazza's career was inspired by early curiosity, family influence, and a commitment to reduce the stigma surrounding metabolic and psychiatric conditions. Her innovative work bridges multiple disciplines, aiming to discover biomarkers that could enable personalized treatments in mental health. A recipient of numerous prestigious awards, including membership in the Royal Society of Canada College of New Scholars, Dr. Andreazza has published over 200 peer-reviewed papers and is internationally recognized for her contributions to metabolic psychiatry. In this Genomic Press Interview, she shares insights into her remarkable journey from studying wine chemistry in Brazil to becoming a leading force in mitochondrial research while discussing her perspectives on collaborative science and innovation. Driven by a passion for teaching and collaborative science, Dr. Andreazza continues to foster innovation and mentorship in the mitochondrial research community.