Organizational Design and Organizational Learning: The Moderating Role of Innovative Behavior and Team Psychological Empowerment in the Case of an International Sustainable Mobility Provider

PurposeInnovations are imperative for organizational growth and sustainability. This study focuses on the employees' innovative behavior, a source of organizational innovations, which has received substantial attention from the researchers. Based on the psychological empowerment theory, the study exposes the effect of the various dimensions of public service motivation (PSM) on employees' innovative behavior (IB) in public sector institutions especially in the context of developing countries such as Pakistan. Moreover, the study also investigates the mediating role of psychological empowerment (PSE) between the dimensions of PSM and IB.Design/methodology/approachThis study used the cross-sectional research design. By using random sampling, the adapted survey questionnaires were used to collect data from 346 faculty members of public sector universities located in provincial capitals of Pakistan. A partial least square–structural equation modeling (PLS-SEM) tool was used to assess the proposed hypotheses through SMART-PLS software.FindingsResults revealed that attraction to policymaking (APM), compassion (COM), self-sacrifice (SS) have a significant impact on employees' PSE and their innovative behavior, while the relationship of commitment to the public interest (CPI) with PSE and IB was found insignificant. Moreover, PSE partially mediated the relationship between PSM dimensions and employees' IB.Originality/valueThere was a scarcity of research on IB especially in public sector institutions such as academia. This study theoretically contributed to the literature by providing a refined picture in assessing the proposed relationship of the constructs. This is also one of the original studies that examine the relationship between the dimensions of PSM and IB.

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How authentic leadership influences employee proactivity: the sequential mediating effects of psychological empowerment and core self-evaluations and the moderating role of employee political skill

Frontiers of Business Research in China ◽

10.1186/s11782-018-0026-x ◽

2018 ◽

Vol 12 (1) ◽

Cited By ~ 9

Author(s):

Jing Zhang ◽

Lynda J. Song ◽

Yue Wang ◽

Guangjian Liu

Keyword(s):

Authentic Leadership ◽

Psychological Empowerment ◽

Political Skill ◽

Mediating Effects ◽

Core Self ◽

Moderating Role

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Transformational leadership, psychological empowerment, and the moderating role of mechanistic-organic contexts

Journal of Organizational Behavior ◽

10.1002/job.1904 ◽

2013 ◽

Vol 35 (3) ◽

pp. 413-433 ◽

Cited By ~ 67

Author(s):

Scott B. Dust ◽

Christian J. Resick ◽

Mary Bardes Mawritz

Keyword(s):

Transformational Leadership ◽

Psychological Empowerment ◽

Moderating Role

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Emotional Intelligence (EI) Impact on Organizational Learning Capacity (OLC): A Case of Moderating Role of Individual Innovation and Education Sector of Pakistan

Global Social Sciences Review ◽

10.31703/gssr.2019(iv-i).34 ◽

2019 ◽

Vol IV (I) ◽

pp. 255-263

Author(s):

Saqib Anwar Siddiqui ◽

Muhammad Zia -ur-Rehman

Keyword(s):

Higher Education ◽

Human Capital ◽

Emotional Intelligence ◽

Organizational Learning ◽

Significant Contribution ◽

Learning Capacity ◽

Organizational Learning Capacity ◽

The Relationship ◽

Moderating Role

The study was based on the investigation and validation of the association between the most emerging traits of human capital in the organizations i.e. Emotional Intelligence (EI) and Organizational Learning Capacity (OLC) and further testing the moderating role of Individual Innovation among the faculty and staff of Higher Education Institutions (HEI’s) in Pakistan. The results show that EI has a significant contribution towards the OLC and when measured together with the trait of Individual Innovation the results significantly improved which suggest that individual innovation positively and significantly affect the relationship between EI and OLC. The study has implication for policymakers for the enhancement of EI traits in their employees and also for the individuals to focus and improve the value of EI in their personality to gain the benefits of their innovation and organizational learning capacity.

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Organizational identification and employees’ innovative behavior: the mediating role of work engagement and the moderating role of creative self-efficacy

Chinese Management Studies ◽

10.1108/cms-07-2021-0294 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Guangning Zhang ◽

Yingmei Wang

Keyword(s):

Work Engagement ◽

Organizational Identification ◽

Self Efficacy ◽

Innovative Behavior ◽

Content Type ◽

Mediating Role ◽

Creative Self ◽

The Relationship ◽

Moderating Role

Purpose This study aims to investigate the effect of organizational identification to employees’ innovative behavior, the mediating role of work engagement and the moderating role of creative self-efficacy in the relationship between organizational identification and employees’ innovative behavior. Design/methodology/approach This study adopted questionnaires to gather data. The sample of 289 employees working in diverse organizations in China was applied to examine the hypotheses. Findings The results indicates that organizational identification is positively related to employees’ innovative behavior and work engagement mediates the relationship between organizational identification and employees’ innovative behavior. In addition, creative self-efficacy enhances the relationship of work engagement and employees’ innovative behavior. Originality/value This study builds a system from psychological aspect to behavior, which includes the effect of individual cognition to explain the mechanism of organizational identification on employees’ innovative behavior.

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