Do award-winning experiences benefit students' creative self-efficacy and creativity? The moderated mediation effects of perceived school support for creativity

The starting point of organizational innovation is employees’ creative thinking and innovation behaviors at work. In addition to personality and innovation willingness, innovation behavior depends on the level of support available in an organizational environment. The data used in this study were collected from 74 R&D teams (418 employee participants) in technology companies in Taiwan, and a multi-level analysis was conducted to investigate the relationships among job stressors, creative self-efficacy, and employees’ sustained innovation behavior, as well as the role of the organizational innovation climate between creative self-efficacy and employees’ innovation behavior. The research findings revealed significant positive relationships between challenge stressors and employees’ sustained innovation behavior, as well as significant negative relationships between hindrance stressors and employees’ sustained innovation behavior, mediation effects of creative self-efficacy on job stressors and employees’ sustained innovation behavior, and moderation effects of the organizational innovation climate on employees’ creative self-efficacy and sustained innovation behavior. An enterprise could place some working-related stress on employees and create a rich internal innovative climate to induce innovation behavior in its members.

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Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status

Journal of Knowledge Management ◽

10.1108/jkm-11-2018-0687 ◽

2019 ◽

Vol 24 (2) ◽

pp. 127-149 ◽

Cited By ~ 7

Author(s):

Ghulam Ali Arain ◽

Zeeshan Ahmed Bhatti ◽

Imran Hameed ◽

Yu-Hui Fang

Keyword(s):

Self Efficacy ◽

Moderated Mediation ◽

Work Behavior ◽

Top Down ◽

Diverse Range ◽

Mediation Effects ◽

Content Type ◽

Innovative Work Behavior ◽

Innovative Work ◽

Knowledge Hiding

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.

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