A Study on The Effect of Organizational Justice to the preferred Leadership Types and Individual Innovative Behavior

2019 ◽  
Vol 23 (6) ◽  
pp. 831-851
Author(s):  
Mikyung Choi ◽  
Keyword(s):  
Organizational Justice ◽  
Innovative Behavior ◽  
Individual Innovative Behavior ◽  
Leadership Types

Is innovation behavior congenital? Enhancing job satisfaction as a moderator

2014 ◽  
Vol 43 (2) ◽  
pp. 288-302 ◽  
Author(s):  
Han-Jen Niu
Keyword(s):  
Job Satisfaction ◽  
Service Industry ◽  
Total Sample ◽  
Moderating Effect ◽  
Hierarchical Regression ◽  
Innovative Behavior ◽  
Content Type ◽  
Knowledge Based Economy ◽  
Individual Innovative Behavior ◽  
Business Competitiveness

Purpose – In the age of the knowledge-based economy, innovation has become a significant factor in business competitiveness. The purpose of this paper is to explore the moderating effect of job satisfaction on the relationship between personality and employees' individual innovative behavior in the service industry. Design/methodology/approach – The object of this research is the employee in service industry in Taiwan. A total sample of 626 employees in five service industry categories was taken in Taiwan's service industry. The descriptive statistical analyses and hierarchical regression were adopted. Findings – The results show that job satisfaction positively affects individual innovative behavior, and also has moderating effect on personality traits and innovative behavior. Originality/value – Innovative behavior is not only congenital, that can be stimulated by job satisfaction.

Exploring Knowledge-Sharing Barriers and Their Implications

2019 ◽  
pp. 99-122 ◽  
Author(s):  
Salih Yeşil ◽  
Bengü Hırlak
Keyword(s):  
Knowledge Sharing ◽  
Academic Staff ◽  
Education Institution ◽  
Innovative Behavior ◽  
Innovation Research ◽  
Individual Knowledge ◽  
Negative Effect ◽  
Individual Innovative Behavior ◽  
Further Development

This chapter focuses on knowledge-sharing barriers and their implications over knowledge sharing and individual innovative behavior and explores the role of knowledge sharing on individual innovative behavior. Considering limited studies in the literature, this study provides further evidences regarding the implications of knowledge-sharing barriers and knowledge sharing in the workplace. Data was collected from 83 academic staff in a higher education institution and analyzed with Smart PLS. The results showed that organization-related knowledge-sharing barriers were negatively related to knowledge sharing. The results also indicated that individual knowledge-sharing barriers had a negative effect on individual innovative behaviors. There was no link found in this study between knowledge sharing and individual innovative behavior. These findings provided empirical evidences to the further development of knowledge management and innovation research, and insights regarding how to better foster knowledge sharing and innovative behavior in academe.

How organization justice and perceived organizational support facilitate employees’ innovative behavior at work

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sajjad Nazir ◽  
Amina Shafi ◽  
Mian Muhammad Atif ◽  
Wang Qun ◽  
Syed Muhammad Abdullah
Keyword(s):  
Organizational Justice ◽  
Organizational Support ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Interactional Justice ◽  
Organization Culture ◽  
Equation Modeling ◽  
Future Research ◽  
Innovative Behavior ◽  
Content Type

Purpose The purpose of this paper is to analyze the relationships among organizational justice, innovative organization culture, perceived organizational support (POS), affective commitment and innovative behavior (IB). The mediating role of POS is tested within the relationship of justice dimensions, affective commitment and IB. Design/methodology/approach Data for this research were collected from 367 managerial and executive employees working in manufacturing and IT sector firms in Pakistan. Structural equation modeling was utilized to test hypothesized relationships. Findings Results indicate that organizational justice (distributive, procedural and interactional justice), innovative organization culture and POS are significantly related to affective commitment and employees’ IB. The findings also showed that organizational justice stimulates employees’ affective commitment and IB through mediating POS as well as directly. Research limitations/implications The main limitation of this study is its cross-sectional design and self-reported questionnaire data. This study is also limited to manufacturing and IT sector in Pakistan. Therefore, other sectors and geographical locations could be chosen for future research using a bigger sample size. Originality/value This study makes important theoretical contributions using social exchange theory. It also expands the research in the area of organizational justice dimensions, organizational culture and POS as antecedents of affective commitment and IB. This study is an exceptional investigation of justice, organization culture, POS, commitment and IB in the Pakistan cultural context.

scholarly journals Self efficacy dan Openness terhadap Perilaku Kerja Inovatif pada Kementerian Dalam Negeri

2021 ◽  
Vol 4 (2) ◽  
pp. 92-100
Author(s):  
Sukma Nurmala ◽  
Selly Dian Widyasari
Keyword(s):  
Big Five ◽  
Self Efficacy ◽  
Innovative Behavior ◽  
Big Five Inventory ◽  
Individual Innovative Behavior ◽  
General Self Efficacy ◽  
Bahasa Indonesia

Penelitian ini bertujuan untuk mengetahui pengaruh self efficacy dan openness terhadap perilaku kerja inovatif di Kementerian Dalam Negeri. Sampel yang digunakan dalam penelitian ini adalah 183 Aparatur Sipil Negara (ASN) yang bekerja Direktorat Jenderal Otonomi Daerah Kementerian Dalam Negeri Republik Indonesia (114 laki-laki dan 69 perempuan, usia rerata subjek 40 tahun). Penelitian ini merupakan penelitian kuantitatif dan menggunakan Skala individual innovative behavior untuk mengukur inovasi individu, skala Big Five Inventory (BFI) versi bahasa Indonesia untuk mengukur keterbukaan wawasan individu, dan Indonesian Adaptation of the General Self-Efficacy untuk mengukur kepercayaan individu atas rencana yang telah disusunnya. Analisis data yang digunakan adalah statistik parametrik dengan uji regresi linear berganda. Hasil analisis data penelitian ini menunjukkan bahwa self efficacy dan openess memiliki pengaruh yang signifikan terhadap perilaku kerja inovatif (R2 = 0,709, Sig.= 0,000). Dengan kata lain, kontribusi pengaruh variasi variabel independen (variabel self efficacy dan variabel openess) mampu menjelaskan sebesar 70,9% variasi variabel dependen (perilaku kerja inovatif) di Kementerian Dalam Negeri. Temuan ini memperkuat penelitian lainnya yang menunjukkan bagaimana self-efficacy dan openness mempengaruhi perilaku kerja inovatif.

scholarly journals Does Organizational Justice Influence Employee Innovative Behavior in an Arabic Context? Evidence From the Libyan Oil Industry

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110439
Author(s):  
Ali Fadul
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Dynamic Environment ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Innovative Behavior ◽  
Oil Companies ◽  
National Oil Companies

Innovative employees are the main source of an organization’s survival in a dynamic environment. Therefore, understanding how to stimulate and sustain employee innovative behaviors is of great importance for organizations. From this perspective, based on the social exchange theory, the current study seeks to investigate the influence of organizational justice on employee innovative behavior within the Libyan context. Through a pre-designed questionnaire, data were gathered from 295 employees working for 5 Libyan national oil companies and analyzed using partial least squares—structural equation modeling [PLS]. The results indicated that procedural justice is positively related to employee innovative behavior, whereas distributive justice and interactional justice are not. The findings foster the assumption that organizational justice perceptions and responses differ across cultures based on national values. The results and implications are discussed in light of the literature and the Libyan work environment and culture.

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