scholarly journals ORGANIZATIONAL TRUSTWORTHINESS AND EMPLOYEE INNOVATIVE WORK BEHAVIOUR

2020 ◽  
Vol 5 (1) ◽  
pp. 25
Author(s):  
Tamunomiebi Miebaka Dagogo ◽  
Adoki Edmund Barasin
Keyword(s):  
Active Participation ◽  
Organizational Trustworthiness ◽  
Innovative Behaviour ◽  
Innovative Work ◽  
Theoretical Paper ◽  
Innovative Work Behaviour ◽  
The Relationship

Purpose: The purpose of this paper was to examine the relationship between organizational trustworthiness and employee innovative work behaviour.Methodology: The paper is designed as a theoretical paper and as such discusses related theories which conceptualize and detail the relationship between the variables. The content of the paper addressed the nature and implications of organizational trustworthiness for employee innovative work behaviour by offering insight on issues which bother on employee work expectations, as well as the relationship between managers/supervisors and their employees.Findings: It was stated that there is the need for organizations to emphasis on practices and qualities which express their substantial levels of benevolence, integrity and competence as a way of enhancing their trustworthiness and as such, increasing employee innovative behaviour within the workplace.Unique Contribution to Practice and Policy:  The  management should focus on developing work structures that are transparent and which allow for active participation and involvement; such that actions and decisions by the leadership can be justified on the basis of competency and integrity, thus boosting the confidence of employees in the organization.

SUBSTITUTES OR COMPLEMENTS? THE ROLE OF CORPORATE INCUBATOR SUPPORT AND INNOVATION CLIMATE FOR INNOVATIVE BEHAVIOR IN THE HOSTING FIRM

2018 ◽  
Vol 22 (05) ◽  
pp. 1840006 ◽  
Author(s):  
TOBIAS KRUFT ◽  
MICHAEL GAMBER ◽  
ALEXANDER KOCK
Keyword(s):  
Innovative Behavior ◽  
Individual Perceptions ◽  
Innovative Behaviour ◽  
Innovative Work ◽  
Multi Level ◽  
Innovative Work Behaviour ◽  
Innovation Climate ◽  
The Impact ◽  
The Relationship

Incubation of organisations by corporate incubators is currently regaining attention as a key way to foster innovation. However, understanding of how corporate incubators affect employee’s innovative behaviour in the host company is still limited. This study aims to fill this gap by examining the relationship between corporate incubator influence and innovative work behaviour and how this is moderated by innovation climate. Using a multi-level regression with 1,202 participants nested in 100 organisational units of a large, international company, the study shows that corporate incubators and innovation climate significantly affect innovative work behaviour. Further, we found that shared and individual perceptions of innovation climate moderate incubator influence differently. In order to improve innovative work behaviour, corporate incubators can compensate a weak innovation climate while strengthening the impact of individual perceptions of innovation climate on innovative behaviour, which introduces new ways of how companies are able to improve their innovativeness.

scholarly journals Does Meaningful Work Explains the Relationship Between Transformational Leadership and Innovative Work Behaviour?

2019 ◽  
Vol 44 (1) ◽  
pp. 30-40 ◽  
Author(s):  
Sajeet Pradhan ◽  
Lalatendu Kesari Jena
Keyword(s):  
Transformational Leadership ◽  
Meaningful Work ◽  
Executive Summary ◽  
Mediating Role ◽  
Two Samples ◽  
Innovative Behaviour ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship

Executive Summary Transformational leaders motivate their followers to relook their job by elevating the status of the job from being boring, repetitive and menial into something more meaningful and significant. This ascendance of employee’s job as something important and its contribution to overall organizational vision is what prompts them to engage in innovative work behaviour. Therefore, it would be interesting to test the indirect effect of transformational leadership on followers’ innovative work behaviour as mediated through followers’ perception of meaningful work. The current study is set to serve two purposes. First, to clear the confusion regarding the findings related to transformational leadership’s influence on employee’s innovative work behaviour. Second, to investigate the mediating role of meaningful work in explaining the relationship between transformational leadership and innovative work behaviour. Data was collected from two samples, Sample I (349 executives) and Sample II (539 executives), working in two different manufacturing organizations in Eastern India. The results of both the samples confirm that transformational leadership significantly influences employee’s innovative work behaviour. Also, the study (both Samples I and II) finds meaningful work to partially mediate the relationship between transformational leadership and employees’ innovation. In order to lend further credibility to our mediation finding, we carried out Sobel test and bootstrapping technique to strengthen our assertion. This study replicates previous empirical investigations by exploring the relationship between transformational leadership and employee’s innovative behaviour at work in Indian manufacturing context. The study also strives to enrich the extant literature by testing the mediating role of meaningful work in explaining the relationship between transformational leadership and employee innovation.

Leadership and innovative work behaviour within Ghanaian metropolitan assemblies: mediating role of resource supply

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Frank Baafi ◽  
Abraham Ansong ◽  
Kennedy Etse Dogbey ◽  
Nicodemus Osei Owusu
Keyword(s):  
Transformational Leadership ◽  
Local Government ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Public Servants ◽  
Content Type ◽  
Innovative Behaviour ◽  
Innovative Work ◽  
Innovative Work Behaviour

PurposeThis study explores the role of transformational leadership, transactional leadership and resource supply in enhancing innovative work behaviour using the mediation model.Design/methodology/approachSurvey data was gathered from 314 local government staff from the six metropolitan assemblies in Ghana. Structural equation modelling was used for the analysis.FindingsThe results suggest that transformational and transactional leadership behaviours provided an impetus for innovative behaviours. Also, resource supply was found to mediate the relationship between transformational leadership behaviours and innovative work behaviour.Practical implicationsPublic managers can improve the innovative behaviour of public servants by providing resources for innovation, setting up proper reward structures, communicating vision clearly and clarifying performance expectations.Originality/valueThis is the first study to investigate innovative work behaviour within the Ghanaian local government sector and the context of a developing country in Africa. The study extends the literature on innovative work behaviour by exploring the role of leadership and resource supply.

Unravelling the nexus between creative self-efficacy, humble leadership, innovative work behaviour and job performance amongst physicians in public hospitals

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joather Al Wali ◽  
Rajendran Muthuveloo ◽  
Ai Ping Teoh
Keyword(s):  
Self Efficacy ◽  
Structural Equation ◽  
Public Hospitals ◽  
Content Type ◽  
Mediating Role ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Creative Self ◽  
The Relationship ◽  
Humble Leadership

PurposeThe study aims to examine the relationship between innovative work behaviour (IWB) and JP amongst physicians in Iraq public hospitals. The study also determines the effects of creative self-efficacy (CSE) and humble leadership (HL) on IWB. Besides, the study investigates the mediating role of IWB on the relationship between CSE and JP as well as between HL and JP.Design/methodology/approachA total of 332 respondents participated in the survey, although 173 responses were utilised after data screening. The study employs the structural equation modelling via partial least squares (PLS-SEM) to ascertain the relationship between the variables.FindingsEvidence from the study indicates that IWB has a positive relationship with JP, whilst CSE and HL are significant determinants of IWB amongst physicians in Iraq public hospitals. The study provides evidence that IWB plays a positive mediating role in the relationship between CSE and JP as well as between HL and JP amongst physicians in Iraq public hospitals.Originality/valueThe study implies that the JP of physicians in Iraq public hospitals can be enhanced by IWB, whilst the latter can be improved by CSE and HL. The influences of CSE and HL on JP can be boosted by IWB. Hence, efforts to promote IWB should be vigorously pursued by Iraq public hospitals to foster the physicians' JP.

scholarly journals Impact of Collective-Efficacy and Self-Efficacy on the Innovative Work Behaviour of Teachers in the Nilgiris District, Tamil Nadu

2017 ◽  
Vol 5 (1) ◽  
Author(s):  
J Parthasarathy ◽  
T Premalatha
Keyword(s):  
Collective Efficacy ◽  
Self Efficacy ◽  
Tamil Nadu ◽  
Sampling Method ◽  
Correlation Coefficients ◽  
Innovative Behaviour ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Nilgiris ◽  
Type Of School

The study presented here is to understand the level of collective-efficacy and self-efficacy of teachers in the Nilgiris District Tamil Nadu. The study also helps us to understand the influence of collective-efficacy and self-efficacy on the innovative behaviour of Teachers. Stratified Random Sampling Method is used in this study to select 90 school teachers. The data is analysed using descriptive statistics and Pearson’s Correlation Coefficients. In this study, the correlation between collective-efficacy and innovative work behaviour, self-efficacy and innovative work behaviour and collective-efficacy and self-efficacy were studied. The levels of collective- efficacy and self-efficacy and their influence on the innovative work behaviour were studied in teachers based on their designation, gender, experience and the type of school in which they work.

scholarly journals HRM and innovative work behaviour: a systematic literature review

2017 ◽  
Vol 46 (7) ◽  
pp. 1228-1253 ◽  
Author(s):  
Anna Bos-Nehles ◽  
Maarten Renkema ◽  
Maike Janssen
Keyword(s):  
Training And Development ◽  
Journal Articles ◽  
Content Type ◽  
Hrm Practices ◽  
Innovative Climate ◽  
Huge Impact ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Difference ◽  
The Relationship

Purpose Although we know that HRM practices can have a huge impact on employees’ innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB. Design/methodology/approach Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles. Findings Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback. Practical implications The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate. Originality/value A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.

‘PLEASE LEAD ME, MY COMMITMENT IS LOW’: INTERACTIVE EFFECTS OF COMMITMENT AND LEADERSHIP ON INNOVATIVE BEHAVIOUR

2019 ◽  
Vol 23 (02) ◽  
pp. 1950015 ◽  
Author(s):  
PETER KHAOLA ◽  
DAVID COLDWELL
Keyword(s):  
Affective Commitment ◽  
Theory And Practice ◽  
Interactive Effects ◽  
Public And Private ◽  
Management Level ◽  
Innovation Research ◽  
Innovative Behaviour ◽  
Innovative Work ◽  
Main Effects ◽  
The Relationship

Even though the effects of leadership and affective commitment on innovative work behaviours (IWBs) have been thoroughly researched, little is known about the interactive effects of these factors on IWBs. Based on data collected from 263 respondents from public and private organisations in Lesotho, the present study examines if affective commitment moderates the relationship between leadership and IWB. Drawing on literatures across management and innovation research domains, the study proposes and finds evidence that affective commitment moderates the relationship between leadership and IWB such that the relationship is stronger for affectively committed employees, while being relatively weaker for less affectively committed employees. The results also reveal that while leadership and management level have the main effects on IWB, affective commitment has no effect on IWB. Overall, the study responds to calls for examining the joint effects of person and context characteristics on IWBs. Drawing on our results, we discuss implications for theory and practice.

scholarly journals Authentic and transformational leadership and innovative work behaviour: the moderating role of psychological empowerment

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Matej Grošelj ◽  
Matej Černe ◽  
Sandra Penger ◽  
Barbara Grah
Keyword(s):  
Transformational Leadership ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Added Value ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this paper is to analyse the moderating role of psychological empowerment on the relationships between authentic leadership and innovative work behaviour, as well as transformational leadership and innovative work behaviour.Design/methodology/approachWe have applied the mixed-method research on the selected case study. The quantitative field study was conducted on a sample of 126 employees in a multinational technological company. A series of paired sample t-tests were followed by a hierarchical regression analysis to test the hypotheses. The qualitative study consists of a content analysis of in-depth semi-structured interviews with four leaders.FindingsThe research provides further confirmation of the positive relationship between leadership and innovative work behaviour. Specifically, the results showed that psychological empowerment moderates the relationship between leadership (authentic as well as transformational leadership) and innovative work behaviour.Originality/valueThis paper contributed to leadership and innovation literature and provided insights in studying the boundary conditions on the relationship between authentic leadership, as well as transformational leadership, in stimulating innovative work behaviour through the moderating role of psychological empowerment. The added value is expanded by introducing the comparison of the two leadership theories.

YOU ARE JOKING, RIGHT? — CONNECTING HUMOUR TYPES TO INNOVATIVE BEHAVIOUR AND INNOVATION OUTPUT

2016 ◽  
Vol 20 (08) ◽  
pp. 1640021 ◽  
Author(s):  
PIA HURMELINNA-LAUKKANEN ◽  
KWADWO ATTA-OWUSU ◽  
EEVA-LIISA OIKARINEN
Keyword(s):  
Quantitative Analysis ◽  
Theoretical Discussion ◽  
Negative Effects ◽  
Different Types ◽  
Innovative Behaviour ◽  
External Relationships ◽  
Innovative Work ◽  
Innovation Output ◽  
Innovative Work Behaviour ◽  
Innovation Processes

While humour is present in everyday business in practice, its strategic meaning and effectiveness are rarely investigated in relation to innovation processes or their management. In this study, we suggest that different types of humour can have both positive and negative effects on innovative work behaviour and the innovation output of individuals, and that the nature of the effects depends to an extent on whether these types of humour are present in interaction within or across organisational boundaries. Theoretical discussion and empirical evidence derived from a quantitative analysis illustrate the diversity of relationships. The results indicate that while humour is, in general, more relevant for innovation within organizations, it also bears importance with regard to external relationships, especially considering innovative work behaviour. Likewise, generally speaking, aggressive humour has negative connotations while, affiliative, coping, and reframing types of humour are associated with positive undertones. However, these connections are not self-evident. Acknowledging differences helps managers to monitor and encourage the use of humour in varying forms of interaction within and beyond their organisations for creating supportive conditions for innovation.

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