scholarly journals Influences of Power Distance and Uncertainty Avoidance on Innovative Work Behavior: Mediation effects of Self-Leadership

2018 ◽  
Vol 31 (3) ◽  
pp. 669-694
Author(s):  
Jungsik Kim ◽  
Fan Zhou
Keyword(s):  
Power Distance ◽  
Uncertainty Avoidance ◽  
Work Behavior ◽  
Mediation Effects ◽  
Innovative Work Behavior ◽  
Innovative Work

scholarly journals Influences of power distance and uncertainty avoidance on innovative work behavior

2018 ◽  
Vol 31 (3) ◽  
pp. 669-694
Author(s):  
Jungsik Kim ◽  
Zhou Fan
Keyword(s):  
Power Distance ◽  
Business Environment ◽  
Uncertainty Avoidance ◽  
Research Literature ◽  
Value Orientations ◽  
Work Behavior ◽  
Cultural Value ◽  
Mediation Effects ◽  
Innovative Work Behavior ◽  
Innovative Work

This study examines the relationships between employees’ cultural value orientations and their innovative work behaviors and the mediation effects of self-leadership in the relationships. Four hundred and eighty two employees working at various firms in Korea and China responded to a questionnaire consisting of measures designed to assess uncertainty avoidance, power distance, and innovative work behavior. Analyses of the data revealed that power distance was negatively related to innovative work behavior for both respondents while uncertainty avoidance was positively related to innovative work behavior. The mediation effects of self-leadership were also found. This study contributes to current research literature by providing empirical evidence for the role of self-leadership in the mechanism linking individuals’ cultural value orientations and innovative work behavior. The study also discusses similarities and differences in the patterns of power distance, uncertainty avoidance, innovative work behavior, and self-leadership across Korean and Chinese respondents and their implications in changing business environment.

scholarly journals Top-down knowledge hiding and innovative work behavior (IWB): a three-way moderated-mediation analysis of self-efficacy and local/foreign status

2019 ◽  
Vol 24 (2) ◽  
pp. 127-149 ◽  
Author(s):  
Ghulam Ali Arain ◽  
Zeeshan Ahmed Bhatti ◽  
Imran Hameed ◽  
Yu-Hui Fang
Keyword(s):  
Self Efficacy ◽  
Moderated Mediation ◽  
Work Behavior ◽  
Top Down ◽  
Diverse Range ◽  
Mediation Effects ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Knowledge Hiding

Purpose This paper aims to examine the consequences for innovative work behavior (IWB) of top-down knowledge hiding – that is, supervisors’ knowledge hiding from supervisees (SKHS). Drawing on social learning theory, the authors test the three-way moderated-mediation model in which the direct effect of SKHS on IWB is first mediated by self-efficacy and then further moderated by supervisor and supervisee nationality (locals versus foreigners). Design/methodology/approach The authors collected multi-sourced data from 446 matched supervisor-supervisee pairs working in a diverse range of organizations operating in the Kingdom of Saudi Arabia. After initial data screening, confirmatory factor analysis was conducted to test for the factorial validity of the used measures with AMOS. The hypothesized relationships were tested in regression analysis with SPSS. Findings Results showed that SKHS had both direct and mediation effects, via the self-efficacy mediator, on supervisee IWB. The mediation effect was further moderated by supervisor and supervisee nationality (local versus foreigners), which highlighted that the effect was stronger for supervisor–supervisee pairs that were local-local or foreigner-foreigner than for pairs that were local-foreigner or foreigner-local. Originality/value This study contributes to both knowledge hiding and IWB literature and discusses the useful theoretical and practical implications of the findings.

Following the Ants

2017 ◽  
Vol 33 (6) ◽  
pp. 409-421 ◽  
Author(s):  
Anne B. Janssen ◽  
Martin Schultze ◽  
Adrian Grötsch
Keyword(s):  
Short Form ◽  
Supervisor Support ◽  
Proactive Personality ◽  
Work Behavior ◽  
Model Fit ◽  
Item Selection ◽  
Short Version ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Two Measures

Abstract. Employees’ innovative work is a facet of proactive work behavior that is of increasing interest to industrial and organizational psychologists. As proactive personality and supervisor support are key predictors of innovative work behavior, reliable, and valid employee ratings of these two constructs are crucial for organizations’ planning of personnel development measures. However, the time for assessments is often limited. The present study therefore aimed at constructing reliable short scales of two measures of proactive personality and supervisor support. For this purpose, we compared an innovative approach of item selection, namely Ant Colony Optimization (ACO; Leite, Huang, & Marcoulides, 2008 ) and classical item selection procedures. For proactive personality, the two item selection approaches provided similar results. Both five-item short forms showed a satisfactory reliability and a small, however negligible loss of criterion validity. For a two-dimensional supervisor support scale, ACO found a reliable and valid short form. Psychometric properties of the short version were in accordance with those of the parent form. A manual supervisor support short form revealed a rather poor model fit and a serious loss of validity. We discuss benefits and shortcomings of ACO compared to classical item selection approaches and recommendations for the application of ACO.

How to Promote Innovative Work Behavior among Academics

2020 ◽  
Vol 24 (03) ◽  
pp. 569-583
Author(s):  
Salbeha Ibus ◽  
Eta Wahab ◽  
Fadillah Ismail
Keyword(s):  
Work Behavior ◽  
Innovative Work Behavior ◽  
Innovative Work

scholarly journals The Nexus between Team Culture, Innovative Work Behaviour and Tacit Knowledge Sharing: Theory and Evidence

2021 ◽  
Vol 13 (8) ◽  
pp. 4333
Author(s):  
Cem Işık ◽  
Ekrem Aydın ◽  
Tarik Dogru ◽  
Abdul Rehman ◽  
Rafael Alvarado ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Work Behavior ◽  
Frontline Employees ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Team Culture ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
The Relationship

Tacit knowledge sharing is an essential intellectual capital for frontline employees in hotel enterprises. While the relationship of knowledge sharing with team culture (TC) and innovative work behavior (IWB) was investigated in the extant literature, little is known about the extent to which tacit knowledge sharing affects TC and IWB. In this regard, the purpose of this study is to investigate the role of tacit knowledge sharing in the relationship between TC and IWB. For this purpose, data were gathered from 360 department managers of Turkish 4–5 star hotels. The results were analyzed utilizing Smart PLS 3 using bootstrapping to determine the level of significance of the relationships between tacit knowledge sharing, TC and IWB. The results show statistically significant relationships between tacit knowledge sharing, TC and IWB. Moreover, tacit knowledge sharing has a mediating role in the relationship between team culture and innovative work behavior.

scholarly journals Examining the External Antecedents of Innovative Work Behavior: The Role of Government Support for Talent Policy

2021 ◽  
Vol 18 (3) ◽  
pp. 1213
Author(s):  
Zaisheng Zhang ◽  
Meng Liu ◽  
Qing Yang
Keyword(s):  
Behavioral Control ◽  
Resource Dependence Theory ◽  
Government Support ◽  
Work Behavior ◽  
Equation Modeling ◽  
Perceived Behavioral Control ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

The innovative work behavior (IWB) or creativity of employees is regarded as the key to the sustainable innovation performance of an organization. In the field of human resource management (HRM), the relationship between an organization’s high-performance work system (HPWS) and IWB has been studied extensively. However, the current understanding of organizational external antecedents is limited. Our paper focuses on an extra-organizational government support factor, government support for talent policy (GSTP). Similar to HRM policies within an organization, GSTP also has an ability–motivation–opportunity framework that may influence the IWB of employees. We integrate the resource dependence theory, institutional theory, and theory of planned behavior (TPB) to propose a theoretical model of the mechanism of GSTP influence on IWB. Using a structural equation modeling approach, we empirically verify the hypotheses in a survey dataset of HRM practitioners in 152 technology-based enterprises in China. The results indicate that the external antecedent, GSTP, positively influences the innovative attitude, subjective norm, and perceived behavioral control of HRM practitioners in the organization. Innovative attitude and perceived behavioral control completely mediated the relationship between GSTP and innovative intention. Moreover, there is a distal indirect effect between GSTP and IWB. The paper contributes to filling a gap in the innovation policy literature. In practice, both HPWS and individual employees should be concerned about the possible role of GSTP.

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