Mediating-moderating effect of employee creativity and team potency on expatriate innovative work behaviour

Purpose This study aims to investigate how learning goal orientation (LGO), participative decision-making (PDM) and leadership member exchange (LMX) influence innovative work behaviour (IWB) through expatriate employee creativity (EC). This research study further contributes to the extant literature by investigating team potency’s (TP) potential interaction effect on the expatriate EC–IWB relationship. Design/methodology/approach Data were gathered via survey from 175 expatriate employees in non-managerial positions in the United Arab Emirates. Partial least square structural equation modelling was used for analysing the collected data. Findings The statistical results show that PDM, LGO and LMX have a direct positive impact on IWB. The statistical findings also reveal that EC mediates the LGO and IWB relationship. Furthermore, TP has a significant positive moderating effect on the EC and IWB relationship. Originality/value This work adds to the literature in the field on innovation work behaviour and its antecedents by analysing data within the expatriate employee context, where empirical examinations are limited.

Linking middle-managers' ownership feelings to their innovative work behaviour: the mediating role of affective organisational commitment

Middle-managers' innovative behaviours are considered an essential determinant of firm-level innovativeness. While prior research has traditionally focused on the contextual determinants of middle-managers' innovative work behaviour (IWB), research regarding individual-level determinants continues to remain scant. Particularly lacking is research which explores how middle-managers' ownership feelings influence their IWB. This study investigates whether middle-managers' affective commitment mediates the relationship between their psychological ownership and their IWB. Data are collected from 110 middle-managers – supervisor dyads in a large Malaysian IT organisation. Findings from this study contribute to enhancing our understanding of the individual-level determinants of middle-managers' IWB.

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

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.

Using Technology and Innovation to Streamline Agile Project Management

Agile project management has transformed due to the rapid advancements in technologies. Digitisation of work processes has also contributed to increased efficiencies and lowering of costs within companies and organisations worldwide. This is essential in agile project management as managing and maintaining schedules and budgets are imperative for a successful project completion. The employees' drive, confidence, job meaningfulness, autonomy in job, and mastery of skills, or psychological empowerment as they often referred to in literature, are instrumental in nourishing employees' innovative work behaviour. This is a key contributor to successful agile project management.