innovative work behavior
210497561
The impact of organizational justice on employee innovative work behavior: Mediating role of knowledge sharing
Abstract This study attempts to find out the impact of organizational justice on the innovative work behavior of employees working in Chinese telecommunication sector, while analyzing the mediating role of knowledge sharing between the independent and dependent variables of this study. In order to test the study hypotheses, a data of 345 respondents working in Chinese telecommunication industry was collected. Confirmatory factor analysis suggested a good model fit, while structural equation model provided significant and positive effect of organizational justice on the employee innovative work behavior and knowledge sharing. Knowledge sharing mediated the relationship between organizational justice and employee innovative work behavior. Managerial and practical implications of the study are also provided.
Tayyaba Akram Shen Lei Muhammad Jamal Haider Syed Talib Hussain
150620411
Examining the inverted U shaped relationship between workload and innovative work behavior: The role of work engagement and mindfulness
Is workload good or bad for employee innovation? Workload and innovative work behavior are widely studied research topics. However, the relationship between them is not well understood. As a result, there is a lack of evidence based knowledge that could inform managers and organizations on how to boost workplace innovation in demanding work contexts. Building on the job demands resources model, the present study posits that workload relates to innovative behavior through work engagement. Specifically, we argue that this indirect relationship exhibits an inverted U shaped pattern in which workload is most likely to benefit innovative behavior when it is moderate. We further identify mindfulness as an important moderator that influences individuals' ability to manage stress. In support of these predictions, three studies a two wave time lagged study of 160 employees from various Canadian firms, a three wave time lagged study of 153 employees from US firms, and a two wave panel study of 208 employees from US firms found work engagement mediated the inverted U shaped relationship between workload and innovative behavior. Moreover, when mindfulness was high, intermediate levels of workload were associated with increased innovative behavior through enhanced work engagement (Studies 1 and 2) We discuss the implications of these findings for theory and practice.
Human Relations
Francesco Montani Christian Vandenberghe Anis Khedhaouria Francois Courcy
202765157
Top down knowledge hiding and innovative work behavior (IWB) a three way moderated mediation analysis of self efficacy and local/foreign status
Purpose This paper aims to examine the consequences for innovative work behavior (IWB) of top down knowledge hiding that is, supervisors' knowledge hiding from supervisees (SKHS) Drawing on social learning theory, the authors test the three way moderated mediation model in which the direct effect of SKHS on IWB is first mediated by self efficacy and then further moderated by supervisor and supervisee nationality (locals versus foreigners) Design/methodology/approach The authors collected multi sourced data from 446 matched supervisor supervisee pairs working in a diverse range of organizations operating in the Kingdom of Saudi Arabia. After initial data screening, confirmatory factor analysis was conducted to test for the factorial validity of the used measures with AMOS. The hypothesized relationships were tested in regression analysis with SPSS. Findings Results showed that SKHS had both direct and mediation effects, via the self efficacy mediator, on supervisee IWB. The mediation effect was further moderated by supervisor and supervisee nationality (local versus foreigners) which highlighted that the effect was stronger for supervisor supervisee pairs that were local local or foreigner foreigner than for pairs that were local foreigner or foreigner local. Originality/value This study contributes to both knowledge hiding and IWB literature and discusses the useful theoretical and practical implications of the findings.
J. Knowl. Manag.
Ghulam Ali Arain Zeeshan Ahmed Bhatti Imran Hameed Yu-Hui Fang
202266947
The impact of knowledge sharing on innovative work behavior of Vietnam telecommunications enterprises employees
Article history: Received: July 8 2019 Received in revised format: July 9 2019 Accepted: August 11, 2019 Available online: August 12, 2019 Innovative work behavior can stem from the sharing of knowledge between individuals and colleagues. Based on sample size survey of 396 Vietnam telecommunication employees with Cronbach's Alpha analysis, exploratory factor analysis (EFA) correlation analysis, regression analysis, the study shows that the impact of knowledge sharing with two central processes (knowledge donation and knowledge collection) on innovative work behavior was meaningful. Compared with the process of knowledge donation, the process of knowledge collection has a stronger impact on innovative work behavior (b 0.213 and 0.204 respectively) Besides, the authors propose some suggestions for telecommunications enterprise managers to influence the employee's behavioral innovation through the impact of knowledge sharing. (c) 2020 by the authors; licensee Growing Science, Canada
Nhat-Minh Tran Xuan Hau Doan
210686472
Thriving at Work: How a Paradox Mindset Influences Innovative Work Behavior
A paradox mindset indicates the extent to which individuals embrace and are energized by tensions. The adoption of a paradox mindset can help people leverage tensions and produce creative outputs. We propose a multilevel model based on self determination theory that examines the effects of a paradox mindset on individuals' innovative work behavior. We use data collected at two points in time from 369 employees in 90 teams; the multilevel data analysis shows that employees' paradox mindset has a positive influence on their innovative behaviors via thriving at work. In addition, the cross level moderated mediation results demonstrate that leaders' paradox mindset strengthens the relationship between employees' paradox mindset and thriving at work; also, it is positively associated with employees' innovative work behavior. This study contributes to the literature on individuals' approaches to paradoxes illustrating the psychological process from a paradox mindset to employees' innovative work behavior.
The Journal of Applied Behavioral Science
Yanjun Liu Shiyong Xu Bainan Zhang
225790128
Cultural intelligence and innovative work behavior: the role of work engagement and interpersonal trust
Purpose Because of the rapidly changing environment and fleeting market opportunities, employee's innovative work behavior is increasingly assuming a pivotal role in enhancing organizational effectiveness and competitive advantage. The success of organizations is largely depended on their employees' ability to innovate. The role of cultural intelligence to enhance innovative work behavior is yet to be explored in the innovation research. The purpose of this study is to examine how cultural intelligence enhances employees' innovative work behavior through work engagement and interpersonal trust. Design/methodology/approach The study is a cross sectional design which utilizes data from 381 participants from multinational corporations in Saudi Arabia. Findings The results indicate that cultural intelligence can significantly affect employee's innovative work behavior. It further reveals that both work engagement and interpersonal trust partially mediate the effect of cultural intelligence on innovative work behavior. Originality/value This study adds to the literature on intelligence by examining an underexplored type of intelligence (i.e. cultural intelligence) in relation to employee's innovative work behavior. It reveals work engagement and interpersonal trust as the psychological mechanisms that can link cultural intelligence to innovative work behaviors.
Bilal Afsar Basheer M Al-Ghazali Sadia Cheema Farheen Javed
210972849
The Interplay of Leadership Styles, Innovative Work Behavior, Organizational Culture, and Organizational Citizenship Behavior
Leadership stains affect the follower's performances regarding innovative work behavior, and a gap is found in leadership research in higher education, specifically in Pakistan. The basic purpose of this research is to point out the effect of leadership styles on innovative work behavior under the mediating and moderating roles of organizational culture and organizational citizenship behavior among the Head of the Departments (HODs) in higher education institutions (HEIs) A survey method has been carried out to collect data from 160 respondents to, further, verify how leadership styles of academic leaders affect employees' performances in universities. The statistical study exposes a substantial positive effect of leadership styles on innovative work behaviors of employees highlighting mediating and moderating effects of organizational culture and OCB on such a relationship. This study carries various implications for prior research in both theoretical and practical fields, and its scope may also be enlarged, geographically or institutionally, to another context. This research uncovers the relationship of leadership styles and innovative work behavior in academic research, which has been ignored before in higher education of Pakistan.
Muhammad Asad Khan Fadillah ismail Altaf Hussain Basheer Alghazali
216226445
Retracted Perceived corporate social responsibility and innovative work behavior: The role of employee volunteerism and authenticity
Sajjad Ahmad Afridi Bilal Afsar Asad Shahjehan Zia ur Rehman Maqsood Haider Mehboob Ullah
226646125
Research article innovative work behavior during covid 19 for medical representatives in the pharmaceutical industry
COVID 19 happened to be a pandemic, affecting billions of people across the globe Parallel to all other sectors, pharmaceutical businesses also faced several problems whereby MR faced the most due to strict social distancing measures and individuals concerns Resultantly, MR experienced hindrance in their sales and marketing efforts, causing them to express burnout and lower engagement levels Bearing the severity, the current study attempted to investigate the issue to help facilitate the pharmaceutical industry to understand how they can effectively find a way out to ensure medical reps continue to remain engaged with their work Through applying structural equation modelling, the study proposed and found the significance of social support resources towards work engagement Accordingly, the study also found a significant relationship between innovative work behavior and work engagement However, IWB did not pose any moderating effect on the associations of supervisor support, coworker support with work engagement The study forwards implications for policy and practice
Saad Znad Darwish Umair Ahmed Munwar Hussain Pahi
211472779
Impact of Entrepreneurial Leadership on Innovative Work Behavior: Examining Mediation and Moderation Mechanisms
Purpose Based on social cognitive theory, the present study aimed to explore the impact of entrepreneurial leadership on employees' innovative work behavior through the moderating path of entrepreneurial self efficacy in technology based SMEs. The study also explains the mechanism through which a firm's innovative environment mediates the relationship between entrepreneurial leadership and employees' innovative work behavior. Methods To pursue the objectives, this study has used data from a sample of 350 supervisor subordinate dyads working in cross sectional small and medium enterprises (SMEs) operating in the Jiangsu province of China. Based on social cognitive theory and specific continuum of self efficacy theory, a conceptual model was developed and the hypotheses were tested with the help of SPSS 20. Findings Empirical findings recommend a significant positive effect of entrepreneurial leadership on employees' innovative work behavior. The study suggested that firm's innovative environment mediates the relationship between entrepreneurial leadership and the employees' innovative behavior. The results also confirmed that entrepreneurial self efficacy exerts a positive moderating effect on the association of entrepreneurial leadership and employees' innovative behavior. Conclusion Findings of the present research work have several implications for the management and policymakers of high tech SMEs who want to augment their employees' innovative behavior in order to compete in a highly competitive and challenging business environment. To the best of authors' knowledge, this work is the first attempt that presents an empirically supported comprehensive model for the development of employees' innovative behavior within entrepreneurial based high tech SMEs. It contributes to literature by examining the mediation and moderation process for the development of employees' innovative behavior.
Psychology research and behavior management
Cai-feng Li Habib ur Rehman Makhdoom Shoaib Asim