Storytelling and innovative behavior: an empirical study in a Brazilian group

2017 ◽  
Vol 41 (8) ◽  
pp. 722-736 ◽  
Author(s):  
Fernanda Pauletto D’Arrigo ◽  
Eduardo Robini ◽  
Fabiano Larentis ◽  
Maria Emilia Camargo ◽  
Peter Schmiedgen
Keyword(s):  
Human Resource Development ◽  
Training Session ◽  
Work Behavior ◽  
Research Approach ◽  
Innovative Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Construction Of Knowledge ◽  
Innovative Work

Purpose The paper aims to identify the relationship between the use of storytelling and innovative work behavior (IWB) in organizations. Design/methodology/approach The research took place in a human resource development (HRD) training session for leaders of Alpha Group. In this session, storytelling was adopted to discuss innovation and IWB. Following the training, the leaders completed a questionnaire about the effectiveness of the stories for the construction of knowledge and IWB. Data were collected from 97 leading sectors. Subsequently, data analysis was performed to identify correlations between the aspects. Findings The paper provides empirical insights about the use of storytelling, the effectiveness of the stories, as well as their relationship with the innovative behavior of sectors leaders in a Brazilian organization. It has identified the relation between effectiveness of stories and level of innovative behavior. Research limitations/implications Owing to the chosen research approach, the research results cannot be generalized. Because it is a study of a single organization, the results concern to the reality experienced in the organization studied. Therefore, researchers are encouraged to test this relationship in other organizations to contribute to the discussion and practice of innovation in HRD. Practical implications Stories can contribute to innovative behavior, and innovative behavior contributes to helping understand the stories. HRD practitioners can provide the use of storytelling, combined with other forms of interventions, to enhance IWB to promote collaborative learning culture and work engagement. Originality/value Previous papers have identified the role of HRD in the development of IWB in organizations. Theoretically, previous papers have also highlighted that storytelling can be a tool for the development of innovative behavior. The paper empirically has tested these contributions, identifying emerging aspects of this relationship.

Critical reflection and innovative work behavior: the mediating role of individual unlearning

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Roman Kmieciak
Keyword(s):  
Human Resource Development ◽  
Critical Reflection ◽  
Job Characteristics ◽  
Work Behavior ◽  
Work Behaviors ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Impact

PurposeAlthough employees' innovative work behaviors are crucial for innovativeness and the success of modern organization, the impact of individual unlearning and critical reflection on innovative work behaviors is underresearched. This study's goal is to empirically examine relationships between job characteristics, critical reflection, unlearning and innovative work behaviors.Design/methodology/approachThis study uses survey data from 252 Polish employees and the partial least squares method.FindingsThe results indicated that, among three considered job characteristics, only problem-solving demands were related to critical reflection. This study also shows that critical reflection is both direct and indirect, through individual unlearning, related to both idea generation and idea realization. However, nonmanagers have stronger relationships between unlearning and innovative work behaviors than do managers, while managers have stronger relationships between critical reflection and innovative work behaviors.Practical implicationsResults of this study may be used by human resource development managers to improve employees' innovative work behavior.Originality/valueThe study contributes to the limited empirical research on the role of critical reflection and individual unlearning for innovative work behavior. This study also explores which job characteristic affects critical reflection.

Innovation with flow at work: exploring the role of servant leadership in affecting innovative work behavior through flow at work

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Mumtaz Khan ◽  
Muhammad Shujaat Mubarik ◽  
Syed Saad Ahmed ◽  
Tahir Islam ◽  
Essa Khan
Keyword(s):  
Servant Leadership ◽  
Structural Model ◽  
Measurement Model ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Innovative Work ◽  
Flow At Work

PurposeThis study aims to ascertain the role of servant leadership in inducing flow at work. The study, along with confirming the relation between flow at work and innovative work behavior (IWB), intends to explore the mediating role flow at work plays in relating servant leadership to IWB.Design/methodology/approachThe data collection was conducted through an interviewee-administered questionnaire in three waves that were four weeks apart. The data were collected from 267 respondents. To run the measurement model and structural model, Smart-PLS was used, and Statistical Product and Service Solutions (SPSS) was used to summarize the demographic information and conduct hierarchal regression.FindingsServant leadership is related to flow at work. Additionally, flow at work is related to IWB. Finally, flow at work mediates the relationship between servant leadership and IWB.Originality/valueThe study found servant leadership is related to flow at work. Moreover, the study unearthed the relation between flow at work and IWB. Finally, the study unveiled that flow at work acts as a mediator between servant leadership and IWB.

Women Entrepreneurial Innovative Behavior: The Role of Lean start-up and Business Coaching

2021 ◽  
Vol 39 (8) ◽  
Author(s):  
Rimsha Khalid ◽  
Mohsin Raza ◽  
Anusara Sawangchai ◽  
Wendy July Allauca-Castillo ◽  
Rosario Mercedes Huerta-Soto
Keyword(s):  
Deep Understanding ◽  
Mediating Effect ◽  
Work Behavior ◽  
Innovative Behavior ◽  
Business Coaching ◽  
Innovative Work Behavior ◽  
Start Up ◽  
Innovative Work ◽  
Entrepreneurial Action

The main objective of a startup is to discover a suitable plan of action that can create value for growth in the economy. This research provides evidence and allied vision engrossed on three perspectives: business coaching, lean start-up approach, and innovative work behavior of women's context in solar energy entrepreneurial action. Moreover, the study is based on a quantitative method, and results indicated that it has a significant impact on the lean start-up approach on innovative work behavior and has a significant mediating effect on business coaching. This study helps researchers and practitioners cope with the entrepreneurial incubation programs for women entrepreneurs in the lean start-up approach. Moreover, this also contributes to the deep understanding of women's exploring, building, and implementing business ideas. Additionally, the study argues that guidance and directions are important for innovative entrepreneurial actions.

Can human resource flexibility disentangle innovative work behavior among hospitality employees? The roles of harmonious passion and regulatory foci

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tuan Trong Luu
Keyword(s):  
Human Resource ◽  
Work Behavior ◽  
Equation Modeling ◽  
Innovative Behavior ◽  
Promotion Focus ◽  
Harmonious Passion ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Hospitality Organizations ◽  
Innovative Work

Purpose The ongoing improvement of hospitality services stems from innovative behavior among employees. This study aims to investigate how and when human resource (HR) flexibility promotes hospitality employees’ innovative work behavior. Design/methodology/approach The data were garnered from 438 employees and 67 managers from 19 hotels operating in Vietnam. Multilevel structural equation modeling was used to analyze the data. Findings The positive association was observed between HR flexibility and innovative work behavior. Harmonious passion functioned as a mediator for such a relationship. While promotion focus was found to positively interact with HR flexibility to predict employee harmonious passion, prevention focus demonstrated an attenuating effect on the association between HR flexibility and harmonious passion. Practical implications The findings suggest that hospitality organizations can promote innovative work behavior among employees through building skill and behavioral flexibility, as well as flexibility in HR practices. Hospitality organizations should also realize the role of harmonious passion as a mechanism that can channel HR flexibility into innovative work behavior and the interactive effect of promotion focus and HR flexibility on fostering harmonious passion and, in turn, innovative work behavior. Originality/value This inquiry advances the strand of research on the HR management-innovative behavior linkage by offering insights into how and when HR flexibility promotes innovative work behavior among hotel employees.

Innovative work behavior in SMEs: the role of transformational leadership

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Emil Knezović ◽  
Amina Drkić
Keyword(s):  
Transformational Leadership ◽  
Organizational Justice ◽  
Work Behavior ◽  
Decision Making Process ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Convenience Sampling ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the determinants of innovative work behavior (IWB) by examining the moderating role of transformational leadership in the context of small and medium enterprises (SMEs).Design/methodology/approachThe study surveyed 371 employees from SMEs in Bosnia and Herzegovina by adopting convenience sampling. Hierarchical regression was used to test the hypotheses.FindingsThe findings supported the authors’ assumptions that IWB determinants such as psychological empowerment, participation in the decision-making process and organizational justice are positively related to IWB. Besides, transformational leadership moderates the relationship between organizational justice and IWB.Research limitations/implicationsThe data for this study was collected by using convenience sampling as well as a cross-sectional survey method, which limits the generalization of results.Practical implicationsTo spur the IWB among the employees in SMEs, an organization has to create an environment where psychological empowerment is high, employees have a chance to participate in the decision-making process and organizational rules and procedures are fair. In the case of organizational justice, the relationship shall be stronger if transformational leadership is present.Originality/valueIn SMEs, transformational leadership plays an important role. To the best of the authors' knowledge, this is the first study that demonstrates the moderating effect of transformational leadership on the relationship between one specific IWB determinant and IWB.

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.

Cultural intelligence and innovative work behavior: the role of work engagement and interpersonal trust

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bilal Afsar ◽  
Basheer M. Al-Ghazali ◽  
Sadia Cheema ◽  
Farheen Javed
Keyword(s):  
Multinational Corporations ◽  
Work Engagement ◽  
Cultural Intelligence ◽  
Interpersonal Trust ◽  
Work Behavior ◽  
Cross Sectional ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work

PurposeBecause 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/approachThe study is a cross-sectional design which utilizes data from 381 participants from multinational corporations in Saudi Arabia.FindingsThe 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/valueThis 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.

From conventional to digital leadership: exploring digitalization of leadership and innovative work behavior

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tuğba Erhan ◽  
Hasan Huseyin Uzunbacak ◽  
Erhan Aydin
Keyword(s):  
Textile Industry ◽  
Technological Progress ◽  
Work Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Reducing Costs ◽  
Leadership Research ◽  
The Relationship

Purpose The leadership shift from conventional to digital comes from the compulsory digitalization of the workplace because the technological progress provides the opportunity of doing work remotely, and this is a great advantage of reducing costs that stem from the offline workplace. Thus, this research aims at demonstrating the relationship between digitalization of leadership and innovative work behavior. Design/methodology/approach Data were collected from 320 Turkish department managers in the Textile Industry through digital leadership and innovate work behavior scales. The hypotheses were tested using path analysis. The analyses were conducted by using SPSS and AMOS package programs. Findings The results show that the employees’ perceptions of digital leadership have a positive and significant effect on all dimensions of an employee innovative work behavior. Also, the leaders with high digital skills were perceived positively by the employees and the employees tend to adapt innovative behaviors when they have the digitally skilled leaders. Originality/value This study contributes to leadership research by providing evidence for the role of leadership shift in innovative work behavior. Extending the verification of leadership shift in innovative work behavior that can be adopted in Turkey has also been considered.

High-performance work practices do much, but H.E.R.O does more: an empirical investigation of employees' innovative behavior from the hospitality industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Farrukh ◽  
Nabeel Yunus Ansari ◽  
Ali Raza ◽  
Fanchen Meng ◽  
Hong Wang
Keyword(s):  
High Performance ◽  
Psychological Capital ◽  
Work Behavior ◽  
Work Practices ◽  
Innovative Behavior ◽  
Content Type ◽  
Service Employees ◽  
Innovative Work Behavior ◽  
High Performance Work Practices ◽  
Innovative Work

PurposeDrawing motivation from Lawrence Bossidy's quote and leaning on the conservation of resources (COR) theory, in this study, the authors aim to investigate the role of high-performance work practices (HPWPs) and psychological capital (H.E.R.O) in employee innovative work behavior (EIB).Design/methodology/approachThe study is banked on a hypothetico-deductive approach. The relationships were measured by gathering data from 375 frontline service employees through structural equation modeling.FindingsThe study results indicate a positive impact of HPWPs on EIB. Moreover, the association between HPWPs-EIB is mediated by psychological capital (PsyCap).Research limitations/implicationsThe current study contributed to the innovation research stream by determining driving forces that encourage employees to exhibit innovative work behaviors.Originality/valueEmployee innovative behavior has become imperative for organizational survival and success in an ever-changing global business environment. Owing to this organizational significance, employee innovative behavior continues to gain burgeoning research attention. Despite the rising scholarly interest in studying employee innovative behavior, there is a dearth of knowledge about how innovation can be fostered at the individual level, particularly among frontline service employees. Hence, to bridge this research gap, the present study intends to analyze the influence of high-performance work practices on employee innovative work behavior, mediated by psychological capital.

Managing innovative work behavior: the role of human resource practices

2014 ◽  
Vol 43 (2) ◽  
pp. 184-208 ◽  
Author(s):  
Isabel Ma Prieto ◽  
Ma Pilar Pérez-Santana
Keyword(s):  
Work Environment ◽  
Human Resource ◽  
Work Behavior ◽  
Future Research ◽  
Human Resource Practices ◽  
Management Support ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work

Purpose – The purpose of this paper is to examine the role of high-involvement human resource practices in the innovative work behavior of employees, with the mediation of supportive work environment conditions. Design/methodology/approach – The study uses regression analysis to test the hypotheses in a sample of 198 Spanish firms. Findings – The results indicate that ability-enhancing and opportunity-enhancing human resource practices are positively related to innovative work behaviors with the mediation of two work environment variables: management support and coworkers support. This study discusses results and highlights limitations and future research directions. Originality/value – Previous researchers have identified employees as important sources of innovation, but systemic empirical research has not been fully applied to examine the relationship between human resource management (HRM) and employees' innovative work behavior.

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