Effects of Personality Traits and Team Context on Individual Innovative Behavior (Exploitation and Exploration)

This study analyzed how personality traits, team context, and the interaction between the two affect individual exploitation and exploration. Analyses of data from two Korean firms revealed that personality traits have an effect on individual exploitation and exploration activities. Specifically, the authors found that those with high-level openness to experiences engaged in high-level exploration activities. By contrast, those with high-level conscientiousness pursued high-level exploitation activities. For individual exploitation and exploration activities, the team context perceived by individuals was also important. Furthermore, this study confirmed the effect of the interaction between personality traits and team context on individual exploitation and exploration activities.

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

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.

Organizational climate and creative performance in the public sector

Purpose The aim of this study is to examine the role of organizational climate in employees’ creative performance using the public sector as an empirical context. The employees’ creative performance is divided into two entities and studied as two separate effect variables: individual creativity and individual innovative behavior. Design/methodology/approach A conceptual model is developed and tested in a survey in which employees of a public sector organization participated. Findings The findings indicate that organizational climate has an important role in employees’ creative performance. The organizational climate showed a positive and significant link to the two creative performance variables included in this study. Moreover, the study revealed that individual creativity mediates the relationship between organizational climate and individual innovative behavior. Research limitations/implications This paper is limited to examining the role of organizational climate on two creative performance variables related to individual employees in the public sector. To trigger individual creativity and individual innovative behavior in the public sector, there is a need for managers to build, develop and maintain an organizational climate that supports both employees’ creativity and enthusiasm in implementing those novel and useful ideas. Originality/value To the best of the authors’ knowledge, this study is among the first in the public sector to demonstrate the importance of organizational climate for employees’ individual creative performance. The findings of this study adds to our current knowledge and understanding of the value of organizational climate, and its influence on individual creative performance in the public sector.

Does Stress Lead to Creativity?: The Relationship Between Occupational Stress and Individual Innovative Behavior

Individual innovative behavior can have important implications for organizations. This article studies the relationship between occupational stress and individual innovative behavior. Data from 139 subjects from the US was analyzed using structural equation modeling as the technique. Results from partial least squares show that there is a positive and significant relationship between both constructs. Moreover, both variables present a U form relationship. Based on this research, it could be concluded that occupational stress could influence positively innovative behavior at work. Practical implications suggest that innovative behavior could be boost by identifying conditions at work that could produce time pressure. Elements such as work overload, feedback and allowing employees to take risks could help in idea generation.

Change Leadership and Individual Innovative Behavior in Crisis Contexts: an Attentional Perspective

We explored how change leadership affects individual innovative behavior in a crisis context. Using the attentional perspective, we proposed a moderated mediation model in which change leadership affected individual innovative behavior via the mediator of individual alertness and the moderator of perceived supervisor support. We collected data from 247 individuals in 42 companies affected by the 2011 Thailand flooding crisis. Our findings suggest that change leadership has a significant direct and indirect positive effect on individual innovative behavior, and that individual alertness positively mediates this relationship. Perceived supervisor support moderated the relationship between change leadership and individual alertness only when perceived supervisor support was high (vs. low). Thus, we have provided insight into how change leadership can facilitate individual innovative behavior in a crisis context.

Exploring Knowledge-Sharing Barriers and Their Implications

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.