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

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.

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

European Journal of Training and Development ◽

10.1108/ejtd-07-2016-0046 ◽

2017 ◽

Vol 41 (8) ◽

pp. 722-736 ◽

Cited By ~ 2

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.

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Do nurses display innovative work behavior when their values match with hospitals’ values?

European Journal of Innovation Management ◽

10.1108/ejim-01-2017-0007 ◽

2018 ◽

Vol 21 (1) ◽

pp. 157-171 ◽

Cited By ~ 7

Author(s):

Bilal Afsar ◽

Sadia Cheema ◽

Bilal Bin Saeed

Keyword(s):

Psychological Empowerment ◽

Value Congruence ◽

Work Behavior ◽

Public Health Care ◽

Content Type ◽

Innovative Work Behavior ◽

Mediating Role ◽

Innovative Work ◽

The Impact

Purpose The purpose of this paper is to draw on organizational psychology, innovation and knowledge management literatures to investigate the impact of a nurse’s person-organization (P-O) fit on his/her innovative work behavior (IWB). Furthermore, in order to understand the psychological mechanisms surrounding this relationship, the authors examine the mediating role of psychological empowerment and the moderating role of knowledge sharing behavior. Design/methodology/approach Data were collected from 441 nurses and 73 doctors through structured questionnaires from four public sector hospitals in Thailand. Findings Results of the study indicate that nurse’s P-O fit is positively related to both self (nurse) and doctor’s ratings of innovative behaviors and that psychological empowerment mediates this relationship. These results imply that a nurse’s perception of value congruence impacts his/her perception about feeling of empowerment, which in turn helps in engaging him/her into acts of innovativeness more often. The results also show that the relationship between P-O fit and IWB is stronger among nurses who frequently share their best practices and mistakes with co-workers. Originality/value Employee involvement in innovative work is of crucial importance for organization’s competitiveness, especially in the nursing profession. The compatibility between personal and organizational values is a vital ingredient of our personal, social and professional worlds. Although research has identified some antecedents of nurses’ IWB, it is unclear how P-O fit influence nurses’ IWB. Nurses with stronger value congruence when empowered psychologically may respond more effectively to display IWBs in current dynamic and challenging public health care work environments.

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

Leadership & Organization Development Journal ◽

10.1108/lodj-05-2021-0236 ◽

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.

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The impact of humor climate on innovative work behavior: evidence from the banking industry in Russia

Industrial and Commercial Training ◽

10.1108/ict-10-2020-0107 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Elizaveta Yu Logacheva ◽

Maria S. Plakhotnik

Keyword(s):

Online Survey ◽

Banking Industry ◽

Work Behavior ◽

Supervisory Support ◽

Content Type ◽

Innovative Work Behavior ◽

Innovative Work ◽

Office Employees ◽

Back Office ◽

The Impact

Purpose The purpose of this study is to investigate the impact of humor work climate on innovative work behavior of back-office employees in the banking industry in Russia. Design/methodology/approach Data was collected via an online survey that included scales to measure humor climate and innovative work behavior. The survey was distributed electronically among employees of one department of a bank. The sample included 104 back-office employees (response rate 60.4%). Correlation and regression analyses were used. Findings The results indicate that humor climate fosters employee innovative work behavior. Positive humor contributes to innovative work behavior more than remaining humor climate dimensions (i.e. negative humor, outgroup humor and supervisory support). Only position type (managers vs non-managers), and not gender, education and job tenure, was found to have a significant impact on employee perceptions of humor climate and innovative work behavior exhibition. Originality/value This study adds to the limited empirical evidence on the links between humor and innovative work behavior, especially at a group level. This study focused on humor climate as a multidimensional construct, whereas previous research mostly explored positive forms of humor in relation to different social aspects of the organization. To the best of authors’ knowledge, this study is first to use a validated scale to explore connections between innovative work behavior and humor climate.

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Impact of Inclusive Leadership on Project Success

International Journal of Information Technology Project Management ◽

10.4018/ijitpm.2021010103 ◽

2021 ◽

Vol 12 (1) ◽

pp. 63-79

Author(s):

Arslan Mir ◽

Muhammad Rafique ◽

Namra Mubarak

Keyword(s):

Knowledge Sharing ◽

Project Success ◽

Work Behavior ◽

Inclusive Leadership ◽

Innovative Work Behavior ◽

Mediating Role ◽

Innovative Work ◽

The Impact ◽

The Relationship

The objective of the present study is to investigate the impact of inclusive leadership on project success with the mediating role of innovative work behavior and moderating role of knowledge sharing. Data were collected from information technology projects in Pakistan. After validating the proposed model, path analysis was conducted. The findings revealed that inclusive leadership is significantly related with innovative work behavior and project success. Further, the findings showed that innovative work mediates the relationship between inclusive leadership and project success. Moreover, knowledge sharing doesn't moderate the relationship between inclusive leadership and innovative work behavior. The theoretical and practical implications and limitations of the study are discussed in detail.

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Innovative work behavior in SMEs: the role of transformational leadership

Employee Relations ◽

10.1108/er-03-2020-0124 ◽

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.

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

European Journal of Innovation Management ◽

10.1108/ejim-05-2020-0187 ◽

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.

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