How and when overqualification improves innovative work behaviour: the roles of creative self-confidence and psychological safety

PurposeThis paper aims to examine the influence of perceived overqualification on innovative behaviour in the workplace. By integrating self-efficacy and human capital theories, this study proposes that perceived overqualification improves innovative behaviour directly and indirectly by boosting employee creative self-confidence. It further investigates the boundary conditions imposed by perceived psychological safety in this process.Design/methodology/approachThe research utilises a quantitative research methodology through a two-wave survey of 335 employees and their 135 leaders. Moderated and mediated regression analyses were used to analyse the research data.FindingsThe results revealed that perceived overqualification promotes innovative behaviour at work directly and indirectly through its positive influence on creative self-confidence. The mediating effect of creative self-confidence in the relationship between perceived overqualification and innovative behaviour is moderated by perceived psychological safety at work, such that the relationship is stronger in a higher perceived psychological safety condition compared to when it is low.Research limitations/implicationsThis study has theoretical and practical implications for personnel management. From a theoretical perspective, it integrates human capital and self-efficacy theories to explain a mechanism through which perceived overqualification will lead to innovative behaviour in the workplace. From a managerial perspective, it mitigates the stigma associated with an overqualified workforce by suggesting that perceived overqualification can be a source of innovation at work.Originality/valueThis is the first study that examines the creative self-confidence-based mechanism in the relationship between perceived overqualification and innovative behaviour at work. It also explores the moderating role of psychological safety in this relationship.

Organizational and Personal Factors That Boost Innovation: The Case of Nurses during COVID-19 Pandemic Based on Job Demands-Resources Model

Since 2019, the world has been experiencing a pandemic period due to the COVID-19 virus, which has brought the need for organizations in general, healthcare organizations and their professionals in particular, to focus on innovation as a way to fight an utterly unknown virus. Thus, this study aims to understand how nurses and their personal factors (stress, anxiety, work engagement, organizational support) impact their innovative behaviour and innovation outputs, contributing to innovation in the current pandemic period through changes in thoughts, values, behaviours and relationships among healthcare professionals and their organizations. For this purpose, the Job Demands-Resources model was used as a reference, and the measurement instrument was applied to 738 nurses working in healthcare units in Portugal. Therefore, it was found that the nurses’ personal factors have a positive effect on the nurses’ innovative behaviour and innovation outputs, with the innovative behaviour having the most significant impact on innovation outputs, which will benefit healthcare organizations and the healthcare provided to patients during the pandemic, through innovative behaviours and products. It is also possible to understand how the available resources and the demands imposed on nurses interfere with their innovative behaviour (Job Demands-Resources model).

Impact of Supervisor Feedback, Customer-Employee Exchange, and Creative Personal Identity on Innovative Behavior

Employee innovative behaviour is crucial for any firm success in terms of generation, promotion, and realization of new ideas, which can increase the organisational performance to organizational positive performance. The main purpose of this study is to examine the relationship between supervisor feedback, customer employee exchange, creative personal identity, and innovative behaviour with the mediating role of interpersonal trust. The three hundred and seventy (370) responses have been collected from employees of Punjab emergency service (Rescue 1122) through questionnaires. The partial least square structural equation modeling (PLS-SEM) has been employed to draw the results. The final results have shown a positive and significant relationship between supervisor feedback, customer employee exchange, creative personal identity and innovative behaviour of employees, while interpersonal trust was found to play an intermediary role between customer employee exchange, creative personal identity, and innovative behaviour.

Innovative Behaviour of Human Resources Executives: Empirical Study of Hotel Businesses on Phuket Island as a World-Class Tourist Attraction

This research aims to describe components and relationship models of a business organization’s innovation management model affecting the innovative behaviour of executives of hotels’ human resources. An empirical study was conducted on 4- to 5-star hotels in Phuket Province seeking to become sustainable businesses by increasing the efficiency of performance and setting guidelines for hotel businesses to form a performance model relating to administration and human resource development in the midst of ongoing environmental changes. Questionnaires were used to collect data from 405 human resources executives of 4- 5 stars hotels in Phuket Province, Thailand. The data analysis first involved applying descriptive statistics and then adopting Pearson correlation analysis, confirmatory factor analysis and structural equation modelling. The results show that innovative behaviour has had a positive effect on task performance and that causal factors including valuable human resources,transformational leadership, and innovation atmosphere have had a direct positive impact on innovative behaviour. Furthermore, we found positive direct and indirect effects on task performance.

Knowledge Sharing, Individualism, Collectivism and Organizational Innovative Behaviour in the Public Health Organizations

<p>The purpose of this paper is to investigate that either individualists or collectivists employees are more innovative in the public sector concerning knowledge sharing and organizational culture. The study adopted quantitative research technique and data was collected through an online survey. We collected data from a field study of 480 employees working in Pakistan's two major public health institutions to test the study's hypotheses. The study adopted a hierarchical linear regression model to test the hypothesis. Our results show that there is a significant positive influence of organizational-based knowledge sharing, individual-based knowledge sharing, collectivism, and individualism on organizational innovative behavior in the organizations. Furthermore, this study also found a significant positive impact of collectivism and individualism as moderators on organizational innovative behavior. Finally, this study concluded that collectivism has a higher positive impact on organizational innovative behavior in comparison to individualism. </p>

Knowledge Sharing, Individualism, Collectivism and Organizational Innovative Behaviour in the Public Health Organizations

<p>The purpose of this paper is to investigate that either individualists or collectivists employees are more innovative in the public sector concerning knowledge sharing and organizational culture. The study adopted quantitative research technique and data was collected through an online survey. We collected data from a field study of 480 employees working in Pakistan's two major public health institutions to test the study's hypotheses. The study adopted a hierarchical linear regression model to test the hypothesis. Our results show that there is a significant positive influence of organizational-based knowledge sharing, individual-based knowledge sharing, collectivism, and individualism on organizational innovative behavior in the organizations. Furthermore, this study also found a significant positive impact of collectivism and individualism as moderators on organizational innovative behavior. Finally, this study concluded that collectivism has a higher positive impact on organizational innovative behavior in comparison to individualism. </p>

Bringing innovation back in–strategies and driving forces behind entrepreneurial responses in small-scale rural industries in Sweden

PurposeThe paper contributes to the debate about local food and conceptualization of rural entrepreneurship by analysing the performance of small-scale dairies departing from their relation to innovations, innovative activities and risk.Design/methodology/approachThe authors use phenomenography to identify representative categories, and to draw conclusions about how these are consistent or different from dominant definitions of rural entrepreneurship and self-employment. The authors conducted semi-structured interviews, participatory workshops and compiled a database of all small-scale dairies established between 1968 and 2020.FindingsA focus on innovations contributes to differentiate between rural entrepreneurship and self-employment and how these interact in the process of economic growth. Innovations are seldom disruptive. Instead, innovative behaviour is strongly related to business models and to imitation. Social capital and collective action play a key role for the innovative capacity of small businesses, especially to realize disruptive innovations, such as the establishment of a new market.Research limitations/implicationsThe innovative capacity of rural businesses can be understood through their ability to break patterns, alter institutions and turn embededdness into assets. Rural entrepreneurship and self-employment are intertwined in the economic growth process.Practical implicationsInnovative behaviour is a significant aspect for firm survival over time, and it is also strongly related to new business models. Most rural firms can be characterized as self-employment, the latter are essential because they provide rural livelihoods and help bring maturity to newly established markets.Social implicationsThe right type of support, e.g. adopting enabling industrial regulations and granting access to constructive experiences of others, contributes to the innovative behaviour of small-scale rural firms.Originality/valueThis study differentiates rural entrepreneurship from rural self-employment by analysing the role of innovation. The authors show how innovations and innovative behaviour work their way through the process of economic growth and how innovation can break patterns by turning rural embeddedness into assets; and how innovative behaviour related to self-employments contributes to the creation of value and interacts with entrepreneurship in the process of economic growth.

PSYCHOLOGICAL CAPITAL FOR COMPETITIVE ADVANTAGE: A REVIEW

Increased competition among businesses demands adequate attention towards steps which would ensure business survival in long run. Businesses must build on their strengths which in turn depend upon their employee’s strengths. One of such strengths is employee’s positive Psychological Capital which comprises of self-efficacy, optimism, hope and resilience. Employee’s Psychological Capital has been linked to key driver of sustainable competitive advantage in today’s business scenario that is innovation. This review focuses upon studies determining the relationship between Psychological Capital and innovation. The review suggests that Psychological capital is a significant predictor of innovation among employees working in various sectors. Positive leadership styles such as Authentic, transformational leadership etc. and favourable organizational climate are found to foster Psychological Capital among employees. Although at individual level there are studies linking Psychological Capital with innovative behaviour, but less number of studies have examined the role of team or collective Psychological Capital in predicting overall innovation within the organizations.