scholarly journals Core Self-Evaluations and Innovative Behavior Among Microentrepreneurs: The Mediating Effect of Proactive Personality

2018 ◽  
Vol 1 (1) ◽  
pp. 55
Author(s):  
Debora Eflina Purba ◽  
Joshua Paundra
Keyword(s):  
Economic Growth ◽  
Proactive Personality ◽  
Mediating Effect ◽  
Innovative Behavior ◽  
Core Self ◽  
The Relationship ◽  
Practical Implications ◽  
Innovative Behaviors ◽  
Process Macro

Given the key role that entrepreneurs play in a country’s economic growth, there is a need to study how entrepreneurs innovate for their firm’s survival. This study aims to investigate the mediating effect of proactive personality on the relationship between core self-evaluations (CSE) and innovative behaviors among microentrepreneurs. Data was obtained from a survey administered to 307 micro entrepreneurs in Jakarta, Indonesia and its surrounding cities. Data was tested using Hayes’ PROCESS macro on SPSS. Results showed that proactive personality mediated the relationship between CSE and innovative behavior, whereby CSE leads to proactive personality, which in turn influences innovative behavior. Theoretical and practical implications of the findings are further discussed

scholarly journals The Relationship Between Preschool Teachers’ Proactive Personality and Innovative Behavior: The Chain-Mediated Role of Error Management Climate and Self-Efficacy

2021 ◽  
Vol 12 ◽  
Author(s):  
Baocheng Pan ◽  
Zhanmei Song ◽  
Youli Wang
Keyword(s):  
Indirect Effect ◽  
Self Efficacy ◽  
Preschool Teachers ◽  
Proactive Personality ◽  
Error Management ◽  
Innovative Behavior ◽  
Scale Error ◽  
A Chain ◽  
The Relationship ◽  
Innovative Behaviors

Objective: This study, aims to explore the relationship of error management climate and self-efficacy between preschool teachers’ proactive personality and innovative behavior.Methods: Four hundred thirty-nine preschool teachers were tested by proactive personality scale, error management climate scale, general self-efficacy scale, and employee innovation behavior scale.Results: Preschool teachers’ proactive personality can directly predict their innovative behaviors, has a significant indirect effect on innovative behaviors through error management climate, and has a significant indirect effect on innovative behaviors through self-efficacy. Error management climate and self-efficacy play a chain-mediated role in the relationship between preschool teachers’ proactive personality and innovative behavior.Conclusion: Error management climate and self-efficacy play a chain-mediated role in the relationship between preschool teachers’ proactive personality and innovative behavior.

scholarly journals How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy

2021 ◽  
Vol 13 (4) ◽  
pp. 1901 ◽  
Author(s):  
Wang Ro Lee ◽  
Suk Bong Choi ◽  
Seung-Wan Kang
Keyword(s):  
Positive Feedback ◽  
Structural Equation ◽  
Organizational Innovation ◽  
Equation Model ◽  
Service Industries ◽  
Mediating Effect ◽  
Job Autonomy ◽  
Innovative Behavior ◽  
Voice Behavior ◽  
Innovative Behaviors

This study investigated the effects of a leader’s feedback behavior on the followers’ innovative behaviors, and the mediating effects of voice behavior and job autonomy in the above relationship. To test the analytical model with the hypotheses, survey data were collected from 527 Korean employees working in 35 companies from manufacturing, distribution, and service industries. A structural equation model analysis was performed to test the hypotheses. The results of our empirical analysis are as follows. First, it was found that positive feedback from the leader positively influenced the followers’ voice behaviors, job autonomies, and innovative behaviors. Second, voice behavior and job autonomy were confirmed to have a positive mediating effect between the leader’s feedback and the innovative behavior of the followers. These findings imply that a leader’s feedback behavior contributes toward enhancing the followers’ innovative behaviors in the process of organizational innovation. We suggest that organizations and managers pay attention to the benefits of feedback activities and facilitate key mechanisms that connect them to employee innovation behavior, effectively.

scholarly journals Impact of Communication on Capital Project Performance: A Mediated Moderation Model

2021 ◽  
Vol 13 (20) ◽  
pp. 11301
Author(s):  
Hong-Long Chen
Keyword(s):  
Direct Effect ◽  
Repeated Measures ◽  
Structural Equation ◽  
Project Performance ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Technical Competence ◽  
Innovative Behavior ◽  
Capital Projects ◽  
The Relationship

Many studies demonstrate the importance of communication in project performance. However, little is known about how project communication exerts its effects on the outcomes of capital projects that have a large impact on environmental and economic sustainability. Using a longitudinal survey and bootstrap-based structural-equation modeling, this study uncovers how project competencies and team innovative behavior affect the relationship between project communication and capital project performance. This study collects repeated measures from project managers at two time points: immediately after the initiation and planning stages end and immediately after project completion. Excluding responses with missing data, this study’s sample includes 108 capital projects. This study finds that project technical and managerial competencies completely mediate the relationship between project communication and project performance. This study also finds that team innovative behavior affects project performance through the mediating effect of project technical competence. Team innovative behavior also moderates the relationship between project technical competence and project performance. Project communication has the largest effect on project performance despite having the smallest direct effect; project managerial competence possesses the next-largest effect on project performance despite having the largest direct effect. This study discusses the managerial and research implications.

Customer participation in services and employee innovative behavior

2018 ◽  
Vol 30 (4) ◽  
pp. 2112-2131 ◽  
Author(s):  
Minglong Li ◽  
Cathy H.C. Hsu
Keyword(s):  
Information Exchange ◽  
Interpersonal Trust ◽  
Customer Participation ◽  
Equation Modeling ◽  
Service Firms ◽  
Innovative Behavior ◽  
Content Type ◽  
Affective Trust ◽  
The Relationship ◽  
Innovative Behaviors

Purpose This paper aims to investigate the influence of customer participation in services on the innovative behaviors of employees. Although previous studies have acknowledged the importance of customers in service innovation and investigated how customer participation in product development teams affect innovation, the effect of mandatory customer participation in services on the employee innovative behavior has not been examined. In addition to addressing such gap, this study proposed the mediating role of interpersonal trust in the relationship between customer participation and employee innovative behavior and then tested the hypotheses in a restaurant context. Design/methodology/approach A total of 514 valid questionnaires were collected from frontline employees or entry-level managers in 25 well-known restaurants (including 14 hotels and 11 freestanding restaurants) in Beijing, China. The relationships among customer participation, interpersonal trust and employee innovative behavior were examined using structural models analyzed in AMOS 20.0. Findings The structural equation modeling results indicate that customers’ information and emotional participation in services significantly influence the innovative behavior of employees, whereas behavioral participation does not. In addition, a high level of interpersonal trust between customers and employees may increase employee innovative behaviors. Moreover, unlike cognitive trust, affective trust mediates the relationship between customer information or emotional participation and employee innovative behavior. Practical implications Findings indicate that service firms can encourage customers to participate actively in service co-creation; their participation in terms of information is encouraged to foster employee innovative behaviors by training employees and establishing an appropriate climate for information exchange. Moreover, service firms must pay attention to the emotions of customers during the service processes. Furthermore, the affective trust between customers and employees is significant to service firms, which need to take measures for employees to manage their relationships with customers well. Originality/value Based on the concepts of service marketing and organizational behavior, this study contributes to the research on customer–employee co-production and employee innovative behavior from an interdisciplinary perspective. The study reveals the influencing mechanism of customer participation on employee innovative behavior and contributes to the research on customer–employee interpersonal trust. Previous studies emphasized the importance of trust among work group members in innovation, while this study supports the association between customer–employee interpersonal trust and employee innovative behaviors.

The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Ramayah Thurasamy ◽  
Gamal Abdualmajed Ali ◽  
Hussein Abu Al-Rejal ◽  
Amr Al-Ganad ◽  
...  
Keyword(s):  
Human Capital ◽  
Structural Equation ◽  
Business Performance ◽  
Talent Management ◽  
Mediating Effect ◽  
Future Research ◽  
Sustainable Business ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the mediating role of human capital on the talent management in hospitals’ sustainable business performance in the health-care sector of Malaysia. Design/methodology/approach The study used a quantitative approach, with an initial sample of 174 Malaysian hospitals. The theoretical framework was based on previous studies of talent management (TM), human capital (HC) and sustainable business performance (SBP). Partial least squares-structural equation modelling (PLS-SEM) was used to test the study’s hypotheses. Findings Talent management mindset (TMM), but not talent management strategy (TMS), has a significant relationship with HC and SBP. HC has a significant direct relationship with SBP, and also mediates the relationship between TMM and SBP but not between TMS and SBP. Research limitations/implications This work is one of a limited number of studies to empirically address TM, HC and SBP in this context. The study is limited to Malaysian hospitals. It provides theoretical contributions by broadening the knowledge of HC, TM and the multifocal perspective of hospitals’ SBP, a relevant but underexplored issue, offering several avenues for future research. Practical implications The findings have beneficial practical implications for both policy makers and managers. First, focusing on talented people will directly improve sustainable performance in the Malaysian health sector. The findings also have important theoretical implications both for Malaysia and countries in similar situations. The study will serve as a reference point for such countries in trying to understand factors influencing SBP. Originality/value This is the first study to examine the mediating effect of HC on the relationship between talent management and hospitals’ sustainable business performance in Malaysia, or worldwide.

Subordinate-oriented strengths-based leadership and subordinate job performance: the mediating effect of supervisor–subordinate guanxi

2020 ◽  
Vol 41 (8) ◽  
pp. 1107-1118
Author(s):  
He Ding ◽  
Enhai Yu
Keyword(s):  
Job Performance ◽  
Task Performance ◽  
Mediating Effect ◽  
Self Report ◽  
Equation Modeling ◽  
Innovative Behavior ◽  
Performance Task ◽  
Content Type ◽  
Relationship Of ◽  
The Relationship

PurposeThe aim of the present study was to examine the association of subordinate-oriented strengths-based leadership (SSBL) with subordinates’ job performance (task performance and innovative behavior) as well as the meditating role of supervisor–subordinate guanxi (SSG) in these relationships.Design/methodology/approachSelf-report data on SSBL, SSG, task performance and innovative behavior were gathered from 642 Chinese employees working in various Chinese enterprises. Structural equation modeling was used to analyze the data.FindingsThe results indicated that SSBL is positively related to subordinates’ job performance (task performance and innovative behavior). Furthermore, SSG partially mediated the relationship of SSBL with task performance and with innovative behavior.Originality/valueThis study is the first to empirically examine the relationship of SSBL with job performance. In addition, this study adds to the knowledge on the SSBL–job performance linkage by investigating the mediational effect of SSG on the relationship.

Online Support Group Participation and Social Support: Incorporating Identification and Interpersonal Bonds

2019 ◽  
Vol 50 (5) ◽  
pp. 593-622 ◽  
Author(s):  
Yaguang Zhu ◽  
Keri K. Stephens
Keyword(s):  
Social Support ◽  
Support Groups ◽  
Perceived Social Support ◽  
Group Communication ◽  
Mediating Effect ◽  
Online Support ◽  
Online Support Groups ◽  
Online Support Group ◽  
The Relationship ◽  
Practical Implications

An increasing number of people with chronic diseases exchange social support using online support groups (OSGs). However, there is little understanding of group communication mechanisms that underpin the relationship between OSG participation and social support. Drawing on Prentice, Miller, and Lightdale’s common-identity and common-bond framework, we propose and test a theoretical model that explains group communication mechanisms through which members’ participation influences their perceived social support. In the process, we identified and empirically validated a three-factor solution for an OSG participation scale. Based on 356 users across 12 popular OSGs, we find that two group communication mechanisms—identification with the community and interpersonal bonds with other members—mediate the relationship between OSG participation and perceived social support. Specifically, identification has a stronger mediating effect than interpersonal bonds in the relationship between OSG participation and perceived social support. We also discuss theoretical and practical implications.

scholarly journals Leader Behavioral Integrity and Employee In-Role Performance: The Roles of Coworker Support and Job Autonomy

2020 ◽  
Vol 17 (12) ◽  
pp. 4303 ◽  
Author(s):  
Yongjun Choi ◽  
David Yoon ◽  
Dongkyu Kim
Keyword(s):  
Positive Relationship ◽  
Mediating Effect ◽  
Job Resources ◽  
Job Autonomy ◽  
Role Performance ◽  
Behavioral Integrity ◽  
Coworker Support ◽  
Team Members ◽  
The Relationship ◽  
Practical Implications

The positive relationship between leader behavioral integrity and an employee’s in-role performance is well-established, but explanations for why this effect exists are still in a nascent stage. Drawing upon leader behavioral integrity theory and job-demands resources theory, the authors explain how leader behavioral integrity facilitates employee in-role performance and the boundary conditions influencing the relationship between leader behavioral integrity and employee in-role performance. Using multisource data from 209 employee-manager dyads in South Korea, this paper found support for the mediating effect of coworker support in the positive relationship between leader behavior integrity and employees’ in-role autonomy. Furthermore, compared to those who perceive low job autonomy, the positive indirect effect of leader behavioral integrity on in-role performance via coworker support was stronger for employees who perceive high job autonomy. The findings emphasize the importance of a leader’s individual difference (i.e., leader behavioral integrity) and job resources (i.e., job autonomy) facilitating the receipt of team members’ supporting behaviors which, in turn, energize employee in-role performance. Theoretical and practical implications are discussed.

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