An integrative framework of innovative work behavior for employees in SMEs linking knowledge sharing, functional flexibility and psychological empowerment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Yasir ◽  
Abdul Majid ◽  
Zahid Yousaf ◽  
Abdelmohsen A. Nassani ◽  
Mohamed Haffar
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Psychological Empowerment ◽  
Work Behavior ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Functional Flexibility ◽  
Innovative Work

PurposeThis study aims to propose a model based on knowledge sharing (KS) to explore that how functional flexibility (FF) and psychological empowerment (PE) plays a mediating role between KS and innovative work behavior (IWB) among employees of small and medium enterprises (SMEs).Design/methodology/approachCross-sectional plan was employed to investigate the hypothesized model. Survey instrument was used to collect data from 769 employees of SMEs through self-administered questionnaires. Furthermore, correlation and structural equation modeling approach was used for the analysis of collected data.FindingsThe findings revealed that KS has a significant positive relationship with IWB. Second, FF and PE fully mediate between KS and IWB.Originality/valueThis study offers empirical evidence how to flourish a mechanism of IWB among employees in SMEs. Furthermore, this study highlighted some facts that should be meaningful options for human resource managers to understand the nexus of KS, FF and PE for enhancing the IWB among workers in SMEs. Moreover, the study in hand provided significant implications for management by focusing on KS as a fundamental predictor for IWB via FF and PE.

How to unleash innovative work behavior of SMEs' workers through knowledge sharing? Accessing functional flexibility as a mediator

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Khalid Anser ◽  
Zahid Yousaf ◽  
Muhammad Yasir ◽  
Muhammad Sharif ◽  
Muhammad Hamid Nasir ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Organizational Innovation ◽  
Work Behavior ◽  
Quantitative Methodology ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Functional Flexibility ◽  
Innovative Work ◽  
Small Medium Enterprises

PurposeThis study aims to investigate the direct impact of knowledge sharing (KS) and functional flexibility (FF) on innovative work behavior (IWB) of small medium enterprises (SME’s) employees. This study also observes the mediating role of FF in the connection between KS and IWB.Design/methodology/approachThis study adapted a quantitative methodology and used the cross-sectional data. Data were collected from the 751 workers of SMEs to validate the mediation model.FindingsResults reveal that KS and FF significantly affect IWB in SME’s workers. The findings also reveal that FF acts as a mediator between KS and IWB link.Originality/valueThe live experience of currently working employees shows that IWB is dependent of employees' KS and FF. Moreover, this study contributed to the streams of knowledge management and organizational innovation perspective by emphasizing upon the mediating mechanism of FF.

The effect of servant leadership on innovative work behavior and employee knowledge sharing in the Latvian ICT sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fadi Youssef Bou Reslan ◽  
Zanete Garanti ◽  
Okechukwu Lawrence Emeagwali
Keyword(s):  
Servant Leadership ◽  
Knowledge Sharing ◽  
Psychological Needs ◽  
Mediating Effect ◽  
Work Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Ict Companies

PurposeThis study aims to peruse the underlying effect of servant leadership (SL) on innovative work behavior (IWB) and employee knowledge sharing behavior (KSB), directly and through the mediating effect of job autonomy (JA), by using autonomous psychological needs of self-determination theory and embracing Hofstede's framework in information and telecommunication technology (ICT) companies in Latvia.Design/methodology/approachA quantitative analysis of data from 271 employees and managers in Latvian ICT companies was used by applying structural equation modeling.FindingsThe result discloses that SL can promote IWB and KSB directly and through mediating effects of JA.Research limitations/implicationsThe research is constricted by geography and sample data representation from a specific sector. Hence, future studies can determine the gender effects, carry out more preventive measures to avoid common method bias between constructs, measure antecedents and the mediator before outcomes and examine JA as a moderator.Practical implicationsThe findings demonstrate that the Latvian ICT sector should recruit managers with SL potentials, train and equip managers with the required resources to implement SL practices properly and integrate JA across the organization to increase the manifestation of IWB and KSB.Originality/valueThis paper is the first to examine JA as the underlying process through which SL’s effects on IWB and KSB are explained in an individualistic country.

Leading the innovation: role of trust and job crafting as sequential mediators relating servant leadership and innovative work behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Mumtaz Khan ◽  
Muhammad Shujaat Mubarik ◽  
Tahir Islam
Keyword(s):  
Servant Leadership ◽  
Structural Equation ◽  
Work Behavior ◽  
Job Crafting ◽  
Equation Modeling ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work

PurposeThe purpose of the study is to ascertain the role of servant leadership in causing innovative work behavior. The study also examines the mediating role of job crafting and sequential mediating role of trust and job crafting between servant leadership and innovative work behavior.Design/methodology/approachThe data were collected from 258 knowledge workers employed in software houses in Pakistan through survey design. The data analysis was done through structural equation modeling.FindingsThe results of the analysis of 258 respondents show that servant leadership is related with trust, job crafting and innovative work behavior. The mediation analysis revealed that job crafting mediates the relation between servant leadership and innovative work behavior. Finally, the relation between servant leadership and innovative work behavior was found to be sequentially mediated by trust and job crafting.Originality/valueThe current study contributes to delineating the linking mechanism between servant leadership and innovative work behavior. The main contributions of the study are exploring the mediating role of job crafting along with the sequential mediating role of trust and job crafting.

Measuring and enhancing organisational creative climate, knowledge sharing, and innovative work behavior in startups development

2019 ◽  
Vol 32 (4) ◽  
pp. 269-289 ◽  
Author(s):  
Rosintansafinas Munir ◽  
Loo-See Beh
Keyword(s):  
Knowledge Sharing ◽  
Effect Size ◽  
Structural Equation ◽  
Work Behavior ◽  
Medium Effect ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Climate Knowledge ◽  
Innovative Work ◽  
Creative Climate

Purpose The purpose of this paper is to examine the role of the organizational creative climate, knowledge sharing and innovative work behavior in startups development. This study also aims to discover the R square, predictive relevance and effect size of the developed model. Design/methodology/approach A quantitative method was used, and a total of 352 usable questionnaires were collected from employees at startups particularly in services sector in Malaysia. The structural equation was developed to explain the complicated relationship between organizational creative climate, knowledge sharing and innovative work behavior. The results of hypothesis were analyzed using structural equation modeling – partial least square (SEM-PLS) test. Findings The results indicate that organizational creative climate significantly influence innovative work behavior (H1), organizational climate positively affects knowledge sharing (H2) and knowledge sharing significantly influence innovative work behavior (H3). In addition, the results also show that the R square values of innovative work behavior is weak (R2 = 0.067), while the predictive relevance value demonstrating the model has sufficient predictive relevance. Further, the results of effect size show medium effect for organizational creative climate and knowledge, while the remaining indicates small effect size. Practical implications This study provides a comprehensible and clear understanding on how organizational creative climate and knowledge sharing play important role in fostering the individual innovative work behavior in Malaysian startups. Originality/value Research on the significance of organizational creative climate, knowledge sharing and to innovative work behavior particularly in the startups context has not been sufficiently explored. This study shed new light to the startups eco-system stakeholders in stimulating individual innovative work behavior through the practices of sharing information as well as the creative climate and innovative elements in the entrepreneurial activities.

Empowering leadership and innovative work behavior: a moderated mediation examination

2019 ◽  
Vol 23 (5) ◽  
pp. 915-930 ◽  
Author(s):  
Umamaheswara Rao Jada ◽  
Susmita Mukhopadhyay ◽  
Rohit Titiyal
Keyword(s):  
Knowledge Sharing ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Role Clarity ◽  
Empowering Leadership ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Cross Sectional Design

Purpose The purpose of the paper is to investigate the relationship between empowering leadership and the innovative work behavior of employees. Utilizing a moderated mediation mechanism, the study additionally uncovers the mediating impact of knowledge sharing and the moderating influence of role clarity in the proposed model. Design/methodology/approach Cross-sectional design was used in the study, and developed questionnaires were administered to 235 supervisor-subordinates dyads working in Indian organizations to test the proposed relationships. SPSS 20 and AMOS 20 were used for statistical analysis. Findings The hypothesized moderated mediation model was supported. Knowledge sharing mediated the relationship between empowering leadership and innovative work behavior. The moderating impact of role clarity between empowering leadership and knowledge sharing was supported. It was also observed that stronger role clarity strengthened the indirect relationship between empowering leadership and innovative work behavior. Overall, the study shows that empowering leaders creates a cultivating climate for innovative work behavior by encouraging knowledge sharing among the members subject to clear identification of employee roles. Research limitations/implications Cross-sectional design of the study limits the authors from drawing definitive generalizations. Self-reported measures used in the study increase the chances of bias. Practical implications Findings of the study can be utilized by leaders for promoting innovative work behavior in the organization, which has been identified as a key to organizational growth and development. Originality/value The study attempts to address the under developed relationship between empowering leadership and innovative work behavior.

The role of job crafting and knowledge sharing on the effect of transformational leadership on innovative work behavior

2019 ◽  
Vol 48 (5) ◽  
pp. 1186-1208 ◽  
Author(s):  
Bilal Afsar ◽  
Mariam Masood ◽  
Waheed Ali Umrani
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Mediating Effect ◽  
Work Behavior ◽  
Job Crafting ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

Purpose The purpose of this paper is to examine the effect of transformational leadership on an employee’s innovative work behavior through job crafting. In addition, the study explores the moderating effect of knowledge sharing behavior in the relationship between transformational leadership and innovative work behavior. Design/methodology/approach A quantitative and cross-sectional approach was used to collect data. Data were collected from 325 subordinates and 126 supervisors working in the hotel industry. Subordinates were asked to rate transformational leadership style of their respective supervisors and their own job crafting and knowledge sharing behaviors. Supervisors were asked to rate innovative work behavior of their respective subordinates. Findings The results showed that job crafting behaviors (increasing structural job resources, increasing social resources and increasing job challenges) mediated the effect of transformational leadership on an employee’s innovative work behavior. Moreover, knowledge sharing moderated the relationship between transformational leadership and innovative work behavior. Practical implications Organizations may reap the benefits of an innovative workforce by selecting, nurturing and developing transformational leaders who facilitate employees to proactively craft a challenging and resourceful work environment. Originality/value This is the first study to test the mediating effect of job crafting behaviors on the relationship between transformational leadership and innovative work behavior.

scholarly journals Trust, knowledge sharing, and innovative work behavior: empirical evidence from Poland

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Roman Kmieciak
Keyword(s):  
Knowledge Sharing ◽  
Idea Generation ◽  
Work Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Knowledge Sharing Behavior ◽  
Innovative Work ◽  
The Impact ◽  
Sharing Behavior

PurposeThe purpose of this paper is to assess the effects of two types of trust (vertical and horizontal trust) on knowledge sharing (knowledge donating and knowledge collecting) and the impact of knowledge sharing on innovative work behavior (idea generation and idea realization). The study also explores the mediating role of knowledge sharing.Design/methodology/approachPartial least squares path modeling and data collected from 252 participants at one large Polish capital group were used to test the research hypotheses.FindingsThe results showed that both vertical trust and horizontal trust are positively related to knowledge donating and knowledge collecting. Contrary to knowledge collecting, knowledge donating is significantly related to idea generation, which is highly correlated with idea realization. There is no direct relation between knowledge sharing behavior and idea realization. Knowledge donating mediates the relationship between vertical trust and idea generation.Research limitations/implicationsSelf-reports and the cross-sectional nature of the data collection are the main limitations of this study.Practical implicationsThe results allow managers to better understand what factors and processes contribute to greater employee innovativeness.Originality/valueTo the best of the author's knowledge, the study is the first to examine the relationships among vertical trust, horizontal trust, knowledge donating, knowledge collecting, idea generation and idea realization in an integrated way. This paper answered the questions (1) which type of trust is more important for knowledge sharing, and (2) which type of knowledge sharing behavior is more important for innovative work behavior. This paper investigated whether differences in the strength of relationships between constructs are significant.

How servant leadership triggers innovative work behavior: exploring the sequential mediating role of psychological empowerment and job crafting

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Mumtaz Khan ◽  
Muhammad Shujaat Mubarik ◽  
Tahir Islam ◽  
Asif Rehman ◽  
Syed Saad Ahmed ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Psychological Empowerment ◽  
Work Behavior ◽  
Job Crafting ◽  
Equation Modeling ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work

PurposeThe study aims to examine the mediating role of psychological empowerment and job crafting between servant leadership and innovative work behavior.Design/methodology/approachThe data were collected from 689 knowledge workers employed in Pakistan's service industry. The data collection was done through survey design. The data analysis was done through structural equation modeling using PLS-Smart.FindingsServant leadership was found to be related to psychological empowerment, job crafting and innovative work behavior of the employees. Job crafting was found to be mediating between servant leadership and innovative work behavior. Additionally, psychological empowerment and job crafting were found to be sequential mediators between servant leadership and innovative work behavior.Originality/valueThe study delineated the link mechanism between servant leadership and innovative work behavior.

Impact of knowledge sharing on job satisfaction and innovative work behavior: the moderating role of motivating language

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nargiza Usmanova ◽  
Jianhua Yang ◽  
Eli Sumarliah ◽  
Safeer Ullah Khan ◽  
Sher Zaman Khan
Keyword(s):  
Job Satisfaction ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Motivating Language ◽  
Innovative Work ◽  
Moderating Role

Purpose The purpose of this paper is to understand the influence of knowledge-sharing behavior (KSB) on the innovative work behavior (IWB) and job satisfaction (JS) among employees considering the moderating role of motivating language (ML) of supervisors. Design/methodology/approach The hypothesized relationships were examined applying modeling of structural equation and hierarchical multiple regression analysis. The data was collected from Chinese multinational companies in Kazakhstan with final sample of 322 respondents. Findings The findings suggest that the link between KSB and JS is significantly positive with the moderating impact of ML, while KSB itself has significantly negative effect on JS. Moreover, ML buffers the insignificant effect of KSB on IWB. Originality/value Research is atypical, as it has focus on the moderating roles of ML in the direct relationship of employee KSB and JS, and in the direct linkage of employee KSB and IWB in Chinese multinational organization in the network field.

scholarly journals Enhancing Innovative Work Behavior in the Hospitality Industry: Empirical Research from East Java, Indonesia

2021 ◽  
Vol 21 (1) ◽  
pp. 96-110
Author(s):  
Noerchoidah ◽  
Anis Eliyana ◽  
Budiman Christiananta
Keyword(s):  
Procedural Justice ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Interactional Justice ◽  
Work Behavior ◽  
Equation Modeling ◽  
Survey Method ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Underlying Mechanisms

Innovative work behavior has received special attention in the hospitality context because of its important role in increasing the competitive advantage of the organization. This study aims to identify innovative work behavior predictors and their underlying mechanisms from a multilevel perspective. This study uses a survey method with 255 respondents. We analyzed the data using the Analysis of Moment Structure (AMOS) for Structural Equation Modeling (SEM). The results showed that procedural justice and interactional justice have a positiveeffecton innovative work behavior. Furthermore, knowledge sharing acts as a mediator between them. This study highlights the role of knowledge sharing, procedural justice,and interactional justice in innovative work behavior and provides further advice on how supervisors can improve innovative work behavior in their organizations.

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