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How Fairness Perceptions Make Innovative Behavior More or Less Stressful
Abstract
The purpose of this study was to examine how perceptions of distributive and procedural fairness moderate the relationship between innovative behavior and stress. The results of a survey carried out among 118 first-line managers from six organizations in the public health domain demonstrated that innovative behavior was positively related to the stress reactions of job-related anxiety and burnout only when levels of both distributive fairness and procedural fairness were low. Copyright © 2004 John Wiley & Sons, Ltd.
... Due to its demanding and challenging nature, employees must put substantial cognitive, affective, and social resources and efforts to use for the enactment of innovative behavior in change implementation (Janssen, 2004;Kanter, 1988). In return, employees are likely to expect benefits (Yuan & Woodman, 2010) such as improved performance and/or an increased possibility of achieving goals and objectives, which may yield better outcomes (e.g., material rewards) and increased reputation or social recognition from supervisors and coworkers. ...
... In addition, employees want to feel certain that their investment of resources and efforts into innovation is likely to result in better change outcomes. Due to uncertainty regarding potential risks for failure and the possibility of exploitation by managers, enactment of innovative behavior can be stressful for employees especially when they perceive unfairness (Janssen, 2004). In change implementation, employees evaluate change outcomes that tend to benefit organizational interests, rather than personal interests, which could risk employees being exploited by authorities (Stouten et al., 2018). ...
... Following Spector and Brannick's (2011) suggestion, we used theoretically related control variables in testing our hypotheses. First, we controlled for age because older employees are often less likely to exert efforts to innovate (e.g., Janssen, 2004) and may react less favorably to organizational changes (Hill et al., 2012). Second, we also controlled for employees' perceptions of change salience using two items (α = .76), ...
This study examined how and when employee perceptions of change fairness increase their engagement in innovative behavior during organizational change. Drawing upon fairness heuristic theory, we suggest that change fairness plays a pivotal role as a key heuristic about trustworthiness of leaders and managers in motivating employees to engage in innovative behavior. We also suggest that this change fairness effect becomes stronger or weaker depending on social contexts (change norms, change norm strength, and status differentiation) within a group. Our findings from survey data (N = 318; 35 teams) supported our hypotheses, showing that change fairness is positively related to innovative behavior and that this relationship becomes weaker when (a) group members demonstrate supportive behaviors for the planned change on average (positive change norms), (b) all group members uniformly demonstrate change-supportive behaviors (strong change norms), and (c) group members' social status perceptions are similar (low status differentiation). We provide insights into theory development and change implementation in practice by highlighting the crucial role of fairness as a key decision heuristic about the trustworthiness of management and demonstrating how social contexts substitute the fairness effect on innovative behavior.
... However, previous studies have not reached a consensus on the impact of organizational justice on innovative behavior (Khaola and Coldwell, 2019). For example, Janeswar and Ranjit (2020) stated that organizational justice affects positively the innovative behavior of employees in the Indian context, whereas Janssen (2004) found that organizational justice is not the contributor to innovative behavior. Scholars indicate that the reason for this equivocation is the existence of mediators in the relationship. ...
... Innovative behavior is defined as a procedure of supplying novel ideas to solve issues in daily organizational activities (McLean, 2005). On the other hand, innovative behavior is considered the creation, promotion and implementation of new ideas by employees that enhance organizational performance (Janssen, 2004). This definition illustrates three basic components of innovative behavior. ...
... Stronger organizational commitment and collaboration are required at this stage. Finally, the idea implementation stage is to make generated ideas into realization in daily business activities (Janssen, 2004). The important role played by innovative behavior toward sustainable competitive advantage and development is also widely acknowledged (Singh and Sarkar, 2019). ...
Purpose
Encouraging employees to display innovative behavior at the workplace is the need of all enterprises in this competitive era of the modern business environment. The study aims to explore the mediating role of knowledge sharing in the relationship between organizational justice and innovative behavior among employees working in the information technology (IT) industry in Vietnam.
Design/methodology/approach
The research model was tested on the data collected from 387 employees working in IT enterprises with AMOS 22 software.
Findings
Confirmatory factor analysis implied a good model fit. The results show that knowledge sharing mediates the effects of organizational justice with three main forms distributive, procedural and interactional justice on innovative behavior.
Practical implications
The findings of this study provide valuable evidence and implications for the executive of IT enterprise in boosting knowledge sharing, and innovative behaviors among the employees, in improving their perception of justice in the workplace. This is particularly important due to the significant role of knowledge sharing in organizational development.
Originality/value
This study pioneered the identification of the underlying mechanism of organization justice – innovative behavior nexus by highlighting knowledge sharing as a mediator. Moreover, this study takes a step beyond by suggesting a more complicated model that explored mediating two dimensions of knowledge sharing.
... Research shows that employees' innovative behaviors at work can increase competitive advantage, task performance, revenue, leadership skills, collaboration, creative willingness, and psychological capital (Amabile, 1988;[16]; Harari et al., 2016 [18]). Other than these positive outcomes, innovative behaviors have been identified to reduce negative emotions like conflicts in the workplace [19]. ...
... Innovative behaviors appear in workplaces when employees generate, promote, and realize new ideas, products, and processes [17]. It differs from the creativity that solely emphasizes the generation of new ideas [19]. Innovative behavior intends to produce, improve, and apply a pioneering thinking at the workplace to obtain success [56]. ...
... Innovative behaviors can also improve task performance and organizational citizenship behaviors [63]. Conversely, the negative effects of innovative behaviors comprise destructive conflict, lowered performance, negative job attitude, and stress as pinpointed by Janssen et al. [19]. Moreover, Gino and Ariely [64] argued that a creative personality and a creative mindset could end in unethical behaviors by increasing an employees' ability to rationalize his/her behaviors at work. ...
With the rapid growth of technologies, sciences, and globalization, many organizations have modified and updated their managerial policies to meet modern requirements. To survive difficulties and setbacks, especially unexpected crises like the COVID-19 pandemic, many companies turned their attention to employees' knowledge sharing, intellectual capital, and innovative thoughts and behaviors to gain wealth, value, and success. Given the severe shock that the pandemic exerted on many countries’ economy, the psycho-emotional and individual aspects of work obtained unprecedented scholarly attention. However, the way knowledge sharing and intellectual capital can interact to foster and enhance innovation at workplaces has remained under-researched. To fill this gap, the present review article presented the theoretical and empirical foundations of these three factors and stressed their possible interplay. In the end, some implications and suggestions for further research were offered to managers and eager researchers to practically and scientifically examine the interplay of knowledge sharing, intellectual capital, and innovative work behaviors.
... Innovative work behavior is defined as a complex behavior consisting of three different behavioral stages, namely: (1) idea generation; (2) idea promotion; and (3) idea realization (Scott & Bruce, 1994). Innovative work behavior can also be defined as the deliberate creation, introduction, and implementation of new ideas in a work, group, or organization roles, to gain performance, group, or organizational role benefits (Janssen, 2004). Innovative work behavior has a big impact on the effectiveness and sustainability of the organization. ...
... Intention to carry out innovative work behavior is a form of a broader construct of behavioral Perilaku kerja inovatif didefinisikan sebagai perilaku kompleks yang terdiri dari tiga tahapan perilaku yang berbeda, yaitu: (1) idea generation; (2) idea promotion; dan (3) idea realization (Scott & Bruce, 1994). Perilaku kerja inovatif dapat juga diartikan sebagai penciptaan, pengenalan, dan penerapan yang disengaja dari ide baru dalam peran kerja, kelompok, atau organisasi, untuk mendapatkan manfaat peran kinerja, kelompok, atau organisasi (Janssen, 2004). Perilaku kerja inovatif sangat berdampak terhadap efektivitas dan kelangsungan organisasi. ...
Innovative is required to create new inventions to maintain company’s excellence in its field. In the individual level, the innovative work behavior in the workplace is a complex behavior that consists of three different stages. Innovative work behavior is a high-risk activity and not always conducted, so intention is the closest factor to predict innovative work behavior. Cognitive diversity and psychological safety turn out to play a role in the emergence of innovative work behavior intention. However, the results of studies on the two variables are still inconsistent. Utilizing experimental vignette method (EVM), this study aims to investigate the effect of cognitive diversity and psychological safety in predicting innovative work behavior intention. A randomized 2x2 factorial design was conducted on 266 manufacturing employees around the Jakarta area. Participants were randomly divided into four groups and instructed to read a narrative text about a meeting. Innovative work behavior intention was measured using questionnaire. The 2x2 factorial ANOVA results showed that cognitive diversity and psychological safety had a significant effect on innovative work behavior intention. Furthermore, cognitive diversity has an interaction effect with psychological safety. A positive and safe working environment for employees is important so they can show innovative work behavior that impacts company’s productivity. Inovasi sangat dibutuhkan untuk dapat menciptakan terobosan baru guna mempertahankan keunggulan di bidangnya. Pada level individu, istilah perilaku kerja inovatif merupakan perilaku kompleks yang terdiri dari tiga tahapan perilaku yang berbeda. Perilaku kerja inovatif merupakan aktivitas yang tidak selalu dilakukan dan memiliki risiko yang tinggi, sehingga dalam hal ini intensi merupakan faktor terdekat untuk memprediksi perilaku kerja inovatif. Keberagaman kognitif serta keamanan psikologis ternyata berperan dalam kemunculan intensi perilaku kerja inovatif. Walaupun demikian, studi terkait kedua hal tersebut menunjukkan hasil yang belum konsisten. Dengan menggunakan experimental vignette method (EVM), studi ini bertujuan untuk melihat pengaruh antara keragaman kognitif dan rasa aman psikologis dalam memprediksi kemunculan intensi perilaku kerja inovatif. Studi desain faktorial 2x2 dilakukan terhadap 266 karyawan yang bekerja di sektor manufaktur yang berada di area Jakarta dan sekitarnya. Peserta dibagi secara acak menjadi empat grup dan diminta untuk membaca narasi teks dengan berlatar situasi rapat. Intensi perilaku kerja inovatif diukur menggunakan kuesioner. Hasil ANOVA faktorial 2x2 menunjukkan bahwa keragaman kognitif dan rasa aman psikologis terbukti memiliki pengaruh terhadap intensi perilaku kerja inovatif. Selain itu, keragaman kognitif memiliki efek interaksi dengan rasa aman psikologis. Lingkungan kerja yang positif dan aman adalah penting agar karyawan dapat menampilkan perilaku kerja inovatif yang berdampak pada produktivitas perusahaan.
... Researchers have affirmed that innovation has a pivotal role within an organization to maintain an edge in a competitive environment and long-term viability (Iqbal et al. 2020;Janssen 2004;Oldham and Cummings 1996;Scott and Bruce 1994). Through innovation, organizations are expected to unceasingly improve their products and services to outperform their competitors. ...
... IWB in the workplace as a complex behavior has three dimensions, namely idea generation or creation, idea promotion, and idea realization (Janssen 2000(Janssen , 2004Scott and Bruce 1994;Yuan and Woodman 2010). It is interpreted by De Jong and Den Hartog (2010) that IWB refers to a variety of behaviors related to developing ideas, and gaining support to ensure their implementation. ...
... The work of Amabile (1983) showed that the successful implementation of new and creative ideas within the organization reflect innovation. Conversely, Janssen (2004) suggested that IWB is involving idea generation, promotion of new ideas, and realization of fresh ideas that helps in the completion of task in creative and constructive manner. Stress is part of professional life (Haque, 2023). ...
This study examined the impact of occupational stress (OS) on innovative entrepreneurial capabilities (IEC) and he innovative work behavior (IWB) of migrant entrepreneurs operating SMEs. The study is novel as it fills the existing gap in the literature by examining IWB and IEC within one construct. There is no conclusive evidence prior to this study to examine the entrepreneurial stress of migrant entrepreneurs. Thus, this research is novel in offering new insight. By combining purposive and quota sampling and further supported by networking and connections gathered data from total 130 (65 each in male and female) migrant entrepreneurs in Canada. PLS (SEM) is used for quantitative analysis. Results revealed that occupational stress statistically significantly affect IWB and IEC of migrant entrepreneurs. Interestingly, through funnel approach, it is evident female migrant entrepreneurs are better in coping with the occupational stress and therefore demonstrate higher IWB and IEC in comparison to female migrant entrepreneurs in Canada. Furthermore, organizational factors affect higher the male migrant entrepreneurs while personal factors affect female migrant entrepreneurs. The consequences of stress for male migrant entrepreneurs result in behavior and physical deterioration while emotional symptoms are evident in the migrant entrepreneurs in Canada. The managerial implications are given at the end.
... Considering that extra-role behavior is influenced by both cognitive and affective determinants (Mielniczuk & Laguna, 2020;Organ & Konovsky, 1989), exploring the cognitive processes that explain how UPB promotes extra-role behavior can fill the void in the literature and provide a more elaborate understanding of the UPB-extra-role behavior relationship. Second, compared with research on UPB and helping behavior, UPB's effect on innovative behavior (i.e., generating or implementing novel ideas to resolve work-related problems and improve the current organizational situation; Janssen, 2004; remains elusive. Given that helping and innovative behaviors reflect the affiliative and challenging dimensions of extra-role behavior, respectively (Van dyne & LePine, 1998), knowledge of UPB and extra-role behavior is incomplete without understanding the link between UPB and innovative behavior. ...
The increasing competition in the corporate world has pressured employees to engage in unethical pro-organizational behavior (UPB). Over the past decade, scholars have sought to explore the antecedents and consequences of UPB. Nonetheless, little research has been done on why UPB can contribute to helping and innovative behaviors. Our research fills this gap by proposing psychological entitlement and perceived insider status as mediators between UPB and helping and innovative behaviors from the perspectives of moral licensing and social identity theories. We tested the serial mediation by administering a two-wave online survey to 345 South Korean employees in various industries. The results revealed that employees’ UPB positively and indirectly impacted their helping and innovative behaviors by engendering the cognitive processes of psychological entitlement and perceived insider status. A cross-sectional replication study involving 300 employees corroborated these results. These findings provide novel insights into the cognitive processes underpinning the relationship between UPB and extra-role behaviors.
... Typically investing overwork time personally in developing the idea further without additional resources was required, potentially straining well-being. Indeed, the higher resource consumption of more intensive championing forms suggests they are more susceptible to individual-level negative effects found in studies on the dark side of proactive behaviours, such as stress, frustration and burnout (Bolino et al., 2010(Bolino et al., , 2016Janssen, 2004). ...
While past research has shown that championing plays a key role in sheltering and advancing novel ideas towards implementation, relatively little is known about how adversity and failure are dealt with through championing behaviour. The current embedded case study draws from 43 interviews in a large industrial technology organization, examining new product and service development idea pathways. We found four types of championing responses in the 61 instances where initial idea advancement efforts did not bear fruit: lateral shifts, reworking, temporal shifts and moaning. In each of these, the idea was seen as valuable by the developer, but the attribution of initial failure and perceptions of effort-to-performance and performance-to-outcome expectancies varied in distinct combinations of conforming and nonconforming types of championing with varying intensity. Taken together, the results contribute towards understanding the multidimensional nature and temporal dynamics of championing in persisting under adversity by illuminating factors that contribute to championing response type decisions and opportunities to better support idea development efforts in organizations.
... Particularly during the present Industrial 4.0 era, innovative work behaviour is a critical component of innovation and organizational sustainability (Agarwal et al., 2012;Duradoni & Di Fabio, 2019;Sari, Yudiarso & Sinambela, 2021). Individuals' actions that constitute innovative work behaviour include coming up with, promoting, discussing, and putting into practice resourceful thoughts (Janssen, 2004). ...
... In the field of organizational innovation, it was identified that the level of trust affects the collaboration among employees (Lin et al., 2012), and that trust is central to innovation in organizations (Zirger & Maidique, 1990;Lin et al., 2012). Without trust and collaboration, it becomes quite difficult, for example, to consolidate the constant flow of information and knowledge -a characteristic process of innovative environments (Dombrowski et al., 2007;Janssen, 2004). If, on the one hand, the lack of trust between individuals makes it difficult for the organization to become prone to innovate, the increase in its levels, which culminates in the permeation of friendships between employees, is capable of making it more effective in this regard (Kratzer et al., 2005). ...
This article’s goal is to understand innovation factors (e.g., job autonomy and knowledge sharing) through the lens of a neo-Aristotelian theory based on evolutionary science in order to show that this paradigm of analysis provides a richer understanding of this organizational phenomenon, and consequently better support for the deliberation on what measures to implement when the objective is to make the organization prone to innovate.
... The entrepreneurship literature (e.g., De Clercq et al., 2016;Hubner et al., 2020) also recognizes that employees' bottom-up initiatives and innovation play a crucial role in improving firms' situation and outcomes. Yet, working on innovative ideas and projects is a challenging, risky, and exhaustive endeavor with no guarantee of success (Janssen, 2004). ...
Our understanding of how and under what conditions organizational innovative climate unfolds its impact on employees’ innovative behaviors remains at a nascent stage. To address these questions, this study developed a moderated mediation model of organizational innovative climate and tested it using a three-level, time-lagged design with a sample of 93 organizations, 269 working groups, and 1,146 employees. The results show that organizational innovative climate is positively and indirectly related to employees’ innovative behaviors through managers’ proactive goal regulation. We also find that the indirect linkage between organizational innovative climate and employees’ innovative behaviors via managers’ proactive goal regulation only emerge in the organizations that faced highly competitive intensity, but not in those with low competitive intensity. These findings provide important insights into how organizational innovative climate diffuses within organizations and which factors may enhance or limit its impact on employees’ actions.
... Meskipun ada pengakuan bahwa guru memiliki peranan yang penting dalam pengembangan inovasi. Janssen (2004) menyatakan bahwa pengembangan inovasi ini membutuhkan peran serta individu. Oleh karena itu, kegiatan yang berfokus pada inovasi sangat penting untuk dipahami oleh masing-masing individu. ...
Penelitian ini dilatar belakangi dari hasil pengamatan yang peneliti lakukan dibeberapa SMK Negeri Kota Padang, terlihat bahwa perilaku inovatif guru masih belum optimal. Penelitian ini bertujuan untuk mengetahui seberapa tinggi tingkat perilaku inovatif guru dalam proses pembelajaran yang mencakup eksplorasi ide, menghasilkan ide dan implementasi ide. Ada 3 (tiga) pertanyaan yang dijawab dalam penelitian ini, yaitu: 1) seberapa baik perilaku inovatif guru mengeksplorasi ide dalam pembelajaran di SMK Negeri Kota Padang; 2) seberapa baik perilaku inovatif guru menghasilkan ide dalam pembelajaran di SMK Negeri Kota padang; 3) seberapa baik perilaku inovatif guru mengimplementasikan ide dalam pembelajaran di SMK Negeri Kota Padang. Jenis penelitian yang digunakan adalah deskriptif kuantitatif dengan populasi adalah seluruh guru SMK Negeri Kota Padang yang berjumlah 818 orang. Dengan sample 135 orang. Besarnya sampel ditentukan dengan menggunakan Cluster random sampling yaitu dengan sistem undian. Instrumen penelitian yang digunakan adalah angket dengan model skala likert tentang perilaku inovatif guru dalam proses pembelajaran yang berjumlah 30 item. Sebelum angket tersebut digunakan sudah terlebih dahulu di uji validitas dan reabilitasnya. Data yang terkumpul di olah dengan mencari skor rata-rata dan tingkat capaian rata-rata. Dari hasil pengolahan tersebut diperoleh bahwa perilaku inovatif guru di SMK Negeri Kota padang dari aspek inovatif guru di SMK Negeri Kota Padang dalam eksplorasi ide pembelajaran (merencanakan pembelajaran, melaksanakan pembelajaran, mengevaluasi pembelajaran). Menurut hasil penilaian guru skor rata-rata yaitu 4.28 dengan TCR (85.59%) kategori baik. Perilaku inovatif guru di SMK Negeri Kota Padang dilihat dari menghasilkan ide dalam pembelajaran (merencanakan pembelajaran, melaksanakan pembelajaran, mengevaluasi pembelajaran). Menurut penilaian guru skor rata-rata yaitu 4.14 dengan TCR (82.74%) kategori baik. Inovatif guru di SMK Negeri Kota Padang di lihat dari implementasi ide guru dalam pembelajaran (merencanakan pembelajaran, melaksanakan pembelajaran, mengevaluasi pembelajaran). Menurut penilaian guru skor rata-rata yaitu 4.19 dengan TCR (83.80%) berada pada kategori baik. Berdasarkan hasil penelitian penulis dapat ditarik kesimpulan bahwa 3 indikator dari 3 sub variabel yang penulis teliti mencapai kriteria baik dengan skor rata-rata 4,20. Keywords: Perilaku Inovatif Guru
... Studien zeigten, dass konstruktives Feedback positiv mit der Effektivität der Arbeit (Geister et al. 2006) und der Stärkung des Selbstbewusstseins der Mitarbeiter*innen (Laireiter 2006) zusammenhängt. Auch zeigt sich, dass Unter-stützung durch Vorgesetze positiv mit der Implementierung neuer Ideen, Innovation und kreativem Verhalten einhergeht (Krause 2004;Janssen 2005;Zhou 2003). Konstruktives Feedback wird, im Gegensatz zu anderen Feedback-Formen wie dem destruktiven Feedback, als exakter wahrgenommen und als glaubwürdiger eingeschätzt. ...
Zusammenfassung
In Zeiten des Fachkräftemangels sind Organisationen gezwungen ihre Mitglieder durch vielfältige Maßnahmen an sich zu binden. Gleichzeitig müssen sie dem schnellen Wandel der modernen Arbeitswelt gerecht werden und das Wissen und die Kompetenzen ihrer Angestellten kontinuierlich weiterentwickeln. Diese Entwicklung ist abhängig von der Lernbereitschaft des jeweiligen Individuums. Aus dieser doppelten Herausforderung ergibt sich die Fragestellung, was Organisationen tun können, um ihre Mitglieder einerseits an sich zu binden und anderseits die Lernbereitschaft zu fördern. In diesem Zusammenhang kann die Bedeutung von Feedback Prozessen für die erfolgreiche Bindung, Motivation und Entwicklung von Mitarbeiter*innen betont werden. Diese Querschnittsstudie untersucht an 186 Studierende und Angestellten, inwiefern Feedback von Vorgesetzten und Kolleg*innen die Lernbereitschaft erhöht und die Wechseltendenz senkt, unter Berücksichtigung der Selbstwirksamkeitserwartung (SWE). Die Ergebnisse zeigen Zusammenhänge zwischen Feedback von Kolleg*innen und der Lernbereitschaft sowie von Vorgesetzten und der Lernbereitschaft, jeweils mediiert von der SWE. Für die Wechseltendenz konnte kein signifikantes Ergebnis nachgewiesen werden.
... 253 In a later study, Janssen found that employees find innovation stressful when fairness is low. 254 The latter finding is significant because excess stress is known to have adverse effects on performance and motivation. 255 ...
This Article offers the first comprehensive assessment of the major justifications for our patent system using a behavioral psychology framework. Applying insights from the behavioral literature that I argue more accurately account for the realities of human action than previous analytical tools, I critically evaluate each of the major justifications for patents-incentive theory, disclosure theory, prospect theory, commercialization theory, patent racing theory, and non-utilitarian theories. I ask whether our current patent system is an effective regime for meeting the stated goals of these accounts. When the answer to this question is no, I again turn to the behavioral literature to provide suggestions for how we might better achieve these goals. The results of this analysis suggest that our current patent system is best justified under the commercialization account. Surprisingly, my analysis also suggests that many of the behaviors and outcomes we hope to encourage through patents might more effectively be accomplished using less socially costly non-financial incentives.
... IB is developed through a multistage process (Janssen, 2004). In the DS, entrepreneurs utilize resources for specific activities to create and improve solutions (Kim & Lee, 2018). ...
One characteristic of nascent entrepreneurship is the need to innovate to achieve competitiveness and ensure the survival of new ventures. Based on the individual perspectives of the Resource-Based View and Entrepreneurial Learning Theory, we propose a novel approach to expand our understanding of the dynamics and interplay between resourceful behaviors (e.g. financial bootstrapping, bricolage, and improvisation) and innovative behavior among student entrepreneurs during the development and exploitation stages. We used data from a survey of two groups of student entrepreneurs in Spain, analyzed using advanced PLS-SEM procedures. Our findings indicate that the link between financial bootstrapping and innovative behavior is driven by bricolage at both stages, while improvisation does not moderate this relationship. Changes in innovative behavior and the impact of resourceful behaviors are not significant in the stages analyzed. These results have implications for enhancing the identification, integration, and use of resources for innovation amongst student entrepreneurs.
... Consistent with Mbuni's (2021) opinion, innovative work behavior is the behavior of individuals to initiate and introduce new ideas, methods, and products within the company. Janssen (2004) outlined three stages of innovative behavior, namely idea generation, idea promotion, and idea realization. Idea generation begins with an individual's awareness of new opportunities. ...
Based on the research conducted on employees at Perumda Aneka Usaha Seger Jombang regarding the influence of organizational culture on innovative work behavior through knowledge sharing as a mediator, the following conclusions can be drawn: Organizational culture can contribute significantly to innovative work behavior. The presence of a positive organizational culture implemented within the company can enhance employees' innovative work behavior. Organizational culture can enhance knowledge sharing activities. A positive organizational culture fosters active knowledge sharing among employees. Knowledge sharing can significantly contribute to innovative work behavior. When employees actively engage in knowledge sharing activities, it positively influences their innovative work behavior. Knowledge sharing can mediate the influence of organizational culture on enhancing innovative work behavior.
... Turkish Studies -Economy, 18 (3) It has been observed in previous studies that innovative behavior provides benefits such as improving the performance of individuals, increasing their job satisfaction and life satisfaction levels, and reducing their stress levels (Janssen et al., 2004). Knol & Van Linge (2009) found in their study that structural and psychological empowerment has a positive and significant relationship with innovative behavior. ...
The aim of this study is to reveal the relationships between ecopreneurship and innovative behavior in university students and to reveal their view of ethnocentrism. For this purpose, using the scales for ecopreneurship, innovative behavior, and ethnocentrism in the literature, a research survey was created and applied to 913 higher education students of three Turkey's foundation university who voluntarily agreed to fill the questionnaire with the convenience sampling method. The survey data gathered were analyzed with SPSS 22.0 and AMOS 22, and research hypotheses were tested by structural equation modeling. As a result of the analysis, it was seen that the ecopreneurship variable played a full mediator role in the effect of ethnocentrism on innovative behavior. It was also identified that ethnocentrism had an adverse effect on the innovative behavior of the individual and their ability to have ecopreneurship skills; furthermore, ecopreneurship skills were found to increase the level of innovative behavior exhibited by the individual. It has been observed that individuals with the perception of ethnocentrism, who are closed to thoughts, ideas, cooperation and interaction outside their own cultural environment, do not have the ecoentrepreneurship ability that requires being open to differences. Additionally, it has been determined that ecoentrepreneurship skills increase the individual's level of innovative behavior. According to the results of the research, if the individual has eco-entrepreneurship ability, all the negativities brought by ethnocentrism will disappear. By providing university students with the necessary training to gain ecopreneurship skills as well as with guidance, encouragement and motivation to this end. In this way, the effect of ethnocentrism will be eliminated, and students will be more creative and innovative. In the literature review, no previous studies on the research topic were found. Therefore, the study is original and fills an important gap in the literature. Structured Abstract: Purpose and Conceptual Framework: The aim of this study is to reveal the relationships between ecopreneurship and innovative behavior in university students and their view of ethnocentrism. Individuals are encouraged to have environmental awareness and entrepreneurs to be ecopreneurs. Ecopreneurs aim a development that will gain them an advantage over their rivals and increase their earnings and profitability by protecting the natural environment (Schaltegger, 2002; Schaper, 2002; Linnanen, 2002). Innovative behavior is defined as the production of new ideas and processes and the realization of the ideas generated (Janssen, 2004, p. 202). Innovative behavior enables the creation of new and useful ideas, processes, and products in enterprises (Mura et al., 2012). Individuals with innovative behaviors make a difference in their work compared to others and deliver more productive jobs. According to Neuliep and Mccroskey (1997, p. 385) ethnocentrism is putting the values brought by the individual's own culture at the center of everything and classifying other cultures by seeing them beneath their own culture. Therefore, it is evident that ethnocentrism, which gives the individual a high sense of belonging to their own culture or race and causes them to deem it superior to other cultures and races (Shimp and Sharma, 1987, p. 280), is an undesirable outcome for both individuals and societies. Therefore, elimination of the adverse conditions that this negative situation will bring is desired for both businesses and individuals. Methodology/ Approach: This study's main body is composed of 3543 students studying in different programs at vocational schools of three foundation universities in Istanbul. The opinions of 913 of these students who voluntarily accepted to fill in face-to-face questionnaires were evaluated. The survey form statements were mostly chosen among the statements used in previous studies and showed high reliability and validity. Today, university students are expected to be individuals that have good relations with their environment, engage highly in entrepreneurial activities, quickly integrate into the globalizing world, and are open to the external environment. Increasing the welfare and the level of the country to the highest point will be possible with these students' innovative behaviors and entrepreneurship activities. Therefore, it is of great importance for university students to have entrepreneurial skills or to develop innovative ideas or projects. In this context, it is very important to determine what kind of entrepreneurial ability students have or to what extent their entrepreneurial level affects their innovative business behaviors. It is also important to identify the level of ethnocentrism in university students, which is known as placing one's own culture over all other cultures. Based on these views, it was deemed appropriate to conduct this study on university students. The statements in the scale were graded between "strongly disagree" and "absolutely agree" on a 5-point Likert-type scale. Survey data in the study were collected in December 2019. Therefore, ethics were not included in the establishment. The survey data gathered were analyzed with SPSS 22.0 and AMOS 22.0, and research hypotheses were tested by structural equation modeling. Üstün (2011) conducted the Turkish validity and reliability study of the scale created by Neuliep and McCroskey (1997) to measure the Ethnocentrism scale in 2011. The one-dimensional 6-item scale created by Kuckertz and Wagner (2010) has been adopted to measure the ecopreneurship scale. In Karaca (2015), study the scale was translated from its original English language format into Turkish. A one-dimensional 6-item scale developed by Scott and Bruce (1994) was used to measure individuals' innovative behavior scale. In Tunca (2018), study the scale was translated from its original English language format into Turkish. Findings As a result of the analysis, it was seen that the ecopreneurship variable played a full mediator role in the effect of ethnocentrism on innovative behavior. It was also identified that ethnocentrism had an adverse effect on the innovative behavior of the individual and their ability to have ecopreneurship skills; furthermore, ecopreneurship skills were found to increase the level of innovative behavior exhibited by the individual. By providing university students with the necessary training to gain ecopreneurship skills as well as with guidance, encouragement, and motivation to this end, the effect of ethnocentrism will be eliminated, and individuals will be more creative and innovative. This paper fills a significant void in the literature since no previous studies have been conducted on the relevant subject. The Mediating Role of Ecopreneurship on The Relation Between Innovative… 625 www.turkishstudies.net/economy Discussion This study concludes that individuals with an ethnocentrism culture, who cannot interact, cooperate, or establish friendships with individuals from different cultures, do not exhibit innovative behaviors. Another finding, individuals with a sense of ethnocentrism, closed to all thoughts, ideas, cooperation, and interaction outside their own cultural environment do not have ecopreneurship skills, which is a type of entrepreneurship that requires a broad vision and openness to differences. In addition, it was determined in the research that there is a positive relationship between ethnocentrism and innovative behavior, and the ecopreneurship variable plays a full mediation role in this relationship. The more entrepreneurial and innovative university students constituting the sample of the research are expected to be, the further they are expected to be from ethnic conservatism.
... Nine items measured innovative work behavior related to the idea generation, idea promotion, and idea realization (Janssen, 2000). However, because of high intercorrelations over 0.79, the three dimensions were combined to measure innovative work behavior (Janssen, 2004). These items were measured using a seven-point Likert scale (1 5 never to 7 5 always) and include: "creating new ideas for difficult issues" and "mobilizing support for innovative ideas." ...
Purpose
The purpose of this study was to investigate how to generate innovative work behaviors among Millennial and Generation Z sport employees and its impact on their career satisfaction and psychological well-being.
Design/methodology/approach
The authors used structural equation modeling to examine the relationships among predictors of job engagement, innovative work behaviors, career satisfaction and psychological well-being. The model was tested across managerial sport employees of Division I athletics departments ( N = 224).
Findings
The highlights of the study include job engagement's positive relationship with innovative work behaviors and the positive influence of innovative work behavior on career satisfaction and psychological well-being.
Originality/value
These findings signify the importance of considering job engagement and innovative work behaviors to develop a positive work experience for Millennial and Generation Z sport employees. Doing so is thought to be a critical step in cultivating an organizational competitive advantage via younger generations of sport employees.
... This result also agrees with Gumusluoglu and Ilsev (2009), who stated that when leaders support adopting technology at work, realize its advantages, and champion creativity, employees feel energized to seek new ways to fulfill their tasks. Similarly, Scott & Bruce (2004) and Janssen (2004) noted that employees become more innovative and sense a more supportive climate when a leader is masterful and accepts difficulties. ...
E-leaders should encourage academics to manage their multi- dimensional work requirements and even to go beyond these requirements to innovate in their tasks and achieve sustainable development in educational institutions. This study aims to examine the relationship between e-leadership, innovative work behavior and proactive work behavior in the presence of work engagement as a mediator. Researchers implemented a quantitative methodology. This study used data from an online survey of 398 academics in Egyptian tourism higher education institutions. The results of structural equation modeling presented strong support for the proposed model. E- leadership has been proven to affect innovative and proactive work behavior among academic staff positively. Work engagement has shown an effective and significant mediating role between the examined variables. Further, the academic department was proven to moderate the relation between e-leadership and innovative work behavior, while age had no moderation effect in this relation. The study draws researchers’ attention to the role of e-leadership in helping academics to cope with the dynamic nature of research and education.
... Individual, group or organizationallevel innovation tends to result in top new products, processes or services, wealth creation, work opportunities and financial gains (Tajeddini et al., 2022). Innovative work behavior (IWB) involves the creation of a valuable idea, the possible followers for the produced idea and the layout of an innovative process (Afsar, Al-Ghazali, Cheema & Javed, 2020; Innovative work behavior Janssen, 2004). Creative people develop new skills in problem identification, formulating a series of alternative courses of action, weighing the likely consequences and deciding which alternative offers the best value (Spiegelaere, Van Gyes & Van Hootegem, 2016). ...
Purpose: This study investigates the relationships between affective commitment, innovative work behavior, and organizational socialization strategies (training, coworker support, understanding, and future prospects) to ensure the viability and prosperity of businesses in Iraq.
Design/methodology/approach: The methodology includes demographic analysis, confirmatory factor analysis, and structural equation modeling.
Findings: An analysis of survey data based on a random sample of participating employees shows that training, understanding, and future prospects all significantly and positively affect employee affective commitment. Coworker support does not significantly affect affective commitment. Employees’ affective commitment to their companies significantly positively affects their innovative work behavior. Employees’ affective commitment to their companies significantly mediates the relationships between training, understanding, future prospects, and innovative work behavior. Company practices regarding training, understanding, coworker support, and future prospects do not affect employees’ innovative work behavior.
Limitations/implications: The authors conducted the study in Sulaymaniyah. The results may not apply to Iraq and other nations. Researchers from various industries and countries can evaluate the model. The research ignores company age, size, and fit between individuals and organizations.
Originality/value: The study closes a research gap in organizational behavior by exploring the association between managerial socialization strategies, affective commitment, and creative work behavior in Iraq.
Keywords: Affective commitment, innovative work behavior, job satisfaction, organizational socialization tactics
... Hence, satisfied employees express their enhanced loyalty while putting forth innovative ideas and executing them perfectly. 79 Further, organizational support boosts employees' confidence hence they engage themselves in innovative practices that ensure sustained OP. 1 Likewise, if organizations like challenges and are simultaneously supportive of employees, IWB thrives in such circumstances. 61 Furthermore, organizations with a supportive and innovative climate can foster creativity. ...
Purpose
This study is based on the ability-based theory of emotional intelligence (EI), organizational support theory, and componential theory of creativity. This study intended to investigate organizational performance (OP) against academics’ EI in higher education institutions (HEIs) in China. This study further scrutinized perceived organizational support (POS) and innovative work behavior (IWB) as mediators among these associations. Similarly, the inter-link between POS and IWB was investigated.
Design/methodology/Approach
Chinese HEIs academicians (327) were examined using quantitative and cross-sectional research methods. Likewise, PLS-SEM, that is, partial least squares structural equation modeling, was used as a data analysis method to examine assumed relationships statistically.
Findings
The extracted findings established the anticipated relationships, and the results validated that EI had a direct and positive association with OP in HEIs. Similarly, the findings revealed that IWB partially mediated the association between EI and OP; however, full mediation was observed in the case of POS.
Practical Implications
This study emphasizes the importance of unindustrialised glamorous blend of EI and OP in HEIs. In addition, the findings asserted that HEIs staff evaluate and control high-voltage circumstances that assure an effectual valuation and supervision of the self and others’ emotions. Equally, EI amplifies POS, which flares up the IWB while enriching OP in HEIs.
Originality/Value
This study examined OP alongside academicians’ EI in HEIs, which is among the initial pieces of research on HEIs. Additionally, the wholesome research nexus that scrutinizes POS and IWB as an inter-link between EI and OP in HEIs is original.
... Importantly, after generating ideas, individuals need to garner internal support and seek sponsorship for the implementation of their ideas -the so-called idea promotion stage. Finally, during the idea realization phase these newly generated, developed, and supported ideas need to be implemented in order to benefit the organization (Janssen, 2004). ...
To remain competitive, organizations have to increasingly rely on employees doing more work than is required by their formal job description. Therefore, it is important to understand the conditions under which employees are likely to go beyond their formal job description and engage in innovative work behaviour (IWB). Innovative work behaviour implies that employees voluntarily generate, promote and implement new ideas aimed at increasing organizational success. In this research, we investigated the interactive effect of leadership for learning and interpersonal justice on IWB in a sample of 209 employed participants by means of an online survey. As predicted, we found a positive association between leadership for learning and IWB. Importantly, we found that leadership for learning was more strongly related to IWB at higher levels of interpersonal justice than at lower levels of interpersonal justice. In practical terms, workplaces can be designed for innovation to take place. To achieve this, managers should focus on creating an environment that is supportive of learning and live up to their responsibilities of treating employees with dignity and respect.
... Self-efficacy is the belief in one's ability to overcome obstacles and achieve goals, influencing success and motivation and it influences individuals to take on challenging tasks, persevere through setbacks, and achieve desired outcomes (Bandura, 1995). Innovative behavior, on the other hand, entails the deliberate development, dissemination, and use of fresh concepts (Janssen, 2004). The key to assessing if someone can successfully alter reality in the manner, they desire is self-efficacy (Hughes et al., 2011). ...
This study examines the moderating effect of flexible work arrangements on the relationship between self-efficacy and innovative work behavior. Data were collected from 202 logistics employees working in Ankara, Türkiye. SPSS process macro plugin was used to test the moderation effect. The theoretical basis of the study was analyzed within the framework of Conservation of Resources (Hobfoll, 1989), Social Cognition Theory (Bandura, 1986), and Job-Demand Resources models (Bakker & Demerouti, 2007). Within the scope of the study, the perception of flexible working was examined in two sub-dimensions as time and structure flexibility perception. The results revealed that an increase in both structure and time flexibility perception dimensions increased the strength of the relationship between self-efficacy and innovative work behavior. The study is important because it is one of the few studies that examine logistics employees despite their significant contribution to the global economy. Understanding the behaviors of sector employees is of great importance in terms of optimizing operational efficiency and improving overall performance in the sector.
... Innovative behaviour, defined as producing or adopting novel ideas and idea implementation, has long served as the key to promoting organisational change and achieving competitive advantages (Scott & Bruce, 1994;Shin et al., 2017). Consequently, researchers and practitioners have shown a growing interest in identifying factors and mechanisms that facilitate innovation behaviour (Janssen, 2004;Madrid et al., 2014). Among these, psychological capital (PsyCap) has emerged as a commonly cited predictor of innovative behaviour. ...
While prior studies have indicated a positive correlation between followers’ psychological capital (PsyCap) and their innovative behaviour, there has been limited exploration of the congruence effect of leader and follower PsyCap in predicting innovative behaviour. Overlooking the congruence effect of leader-follower PsyCap may lead to an overstatement of the benefits of followers’ PsyCap in shaping innovative behaviour, resulting in an inaccurate understanding of its antecedents. To address this gap, this study draws on the person-environment fit theory, specifically the personsupervisor fit theory, to examine how congruence and incongruence of PsyCap between leaders and followers influence innovative behaviour. Polynomial regression analyses were conducted with data from 55 leaders and 264 followers in China. The results demonstrate that the higher alignment of PsyCap levels between leaders and followers, the better the leader-member exchange (LMX). Moreover, a high level of leader-follower PsyCap congruence is associated with higher LMX than a low level of congruence. In cases of incongruence, the high-low combination of leaders’ PsyCap and followers’ PsyCap is associated with lower LMX than a low-high combination. Finally, LMX mediates the relationship between leader-follower PsyCap congruence/incongruence and follower innovative behaviour. These findings emphasise the importance of congruence in leader and follower PsyCap for promoting innovative behaviour. Implications for theory and implementation are discussed.
Purpose
This study aims to examine organizational justice, innovation and 360-degree feedback appraisals. It examines how 360-degree feedback appraisals affect innovative behavior, execution and creative asset use. This paper examines organizational justice (distributive, procedural and interactional) and employee perceptions of 360-degree feedback systems. Finally, this study investigates how procedural and interactional justice mediate the relationship between innovative behavior and 360-degree feedback appraisals.
Design/methodology/approach
A sample of 200 participants from diverse locations, including Lebanon, Europe, the GCC, North Africa and Australia, spanning various occupations and industries were asked to complete the survey. This sample targeted participants who would be interested in the topic and who were selected from a diverse demographic characteristic. The Statistical Package for the Social Sciences software was used to analyze the research data.
Findings
This study reveals important connections within organizations. It shows a positive link between using 360-degree feedback appraisals and innovation, including idea generation and implementation. In addition, it confirms that using such feedback is linked to employees' perceptions of fairness. Moreover, it finds a positive connection between innovation and fairness. Finally, it highlights organizational fairness as a key mediator between 360-degree feedback and innovation.
Research limitations/implications
The recent investigations conducted exhibit various limitations that open avenues for prospective research. Initially, a cross-sectional design was used, presenting an opportunity for future research to consider adopting a longitudinal approach. This method could facilitate the collection and analysis of data over time, allowing for a more nuanced exploration of causality. Moreover, this research concentrated solely on a singular component of performance appraisal, namely, 360-degree feedback. To enrich future investigations, researchers are encouraged to encompass other facets of performance appraisal, such as gauging satisfaction with and the efficacy of performance appraisal. Furthermore, potential future studies may delve into exploring the mediating impact of other variables in the relationship between 360-degree feedback and innovative behavior, such as job satisfaction and affective commitment. In addition, the potential role of various moderating variables, including organizational culture, perceived organizational support and structural empowerment, could be investigated in forthcoming studies.
Practical implications
The study's findings carry practical implications for various stakeholders, encompassing employees, managers and policymakers. Managers aiming to foster an innovative culture should meticulously craft a 360-degree evaluation system that recognizes and incentivizes both concrete and intangible manifestations of innovation. The examination conducted in this research suggests a robust correlation between the existence of a 360-degree evaluation and behaviors related to ideation, encompassing idea generation and implementation.
Social implications
To cultivate innovative behavior among employees, managers should empower their workforce, and one effective approach is to enhance employees' perceptions of the quality of performance appraisals. Recognizing employee innovative behavior emerges as a crucial prerequisite for the growth, development and sustainability of organizations, demanding specific attention from both managers and policymakers. In the organizational context, the relationship between innovative behavior and perceptions of organizational justice shows that organizations should aim at fostering an atmosphere that promotes creativity while also ensuring fair treatment and recognition for contributors.
Originality/value
Despite the array of research on the relationship between innovative behavior and 360-degree feedback, this study is the first to examine the mediating effect of organizational justice on the relationship between 360-degree feedback and innovative behavior.
Çalışanların refahı ve işe bağlılıkları arasındaki karmaşık etkileşim,
örgütsel davranış alanında büyük ilgi görmüştür. Modern iş yerlerinin sürekli
değişim ve artan taleplerle karakterize edilen dinamik doğası, çalışanların
görevlerine bağlılıklarını, heveslerini ve adanmışlıklarını etkileyen faktörlerin
araştırılmasını teşvik etmiştir (Gomes vd., 2022: 90; Huang vd., 2021: 533;
Mihalache ve Mihalache, 2022: 296). Bu söylemin merkezinde, örgütsel
başarıya önemli katkılarda bulunan yenilikçi çalışma davranışı ve proaktif
çalışma davranışı kavramları yer almaktadır (Montani vd., 2014: 646; Xu vd.,
2022: 49).
Son yıllarda, yenilikçi çalışma davranışı kavramı, kuruluşlarda yaratıcılık
ve ilerleme kültürünü teşvik etmek için önem kazanmıştır. Yenilikçi çalışma
davranışı, çalışanların yeni fikirler üretme, alışılmadık çözümleri destekleme ve
yeni fırsatların keşfedilmesine aktif olarak katılma eğilimlerini kapsamaktadır
(van Essen vd., 2022: 211; Montani, 2021: 725). Bu davranış, hızla gelişen
bir ortamda kurumun uyum yeteneğini desteklemekle kalmaz, aynı zamanda
çalışanların başarı ve öz yeterlilik duygularını besleyerek genel refahlarını da
etkileyebilmektedir (Salem vd., 2023: 657; Lambriex-Schmitz, 2020: 118).
Buna paralel olarak, proaktif çalışma davranışı, görev ve sorumluluklara
yönelik proaktif bir yönelimi kapsamaktadır. Proaktif çalışanlar inisiyatifleri,
atılganlıkları ve zorlukları öngörmeleri ile karakterize edilebilirler. Aktif
olarak iyileştirme fırsatları ararken, potansiyel engelleri ele alır ve rollerini
sahiplenebilirler (Cai vd, 2023: 184). Bu proaktif zihniyet yalnızca kurumsal
verimliliğin ve etkinliğin artmasına katkıda bulunmakla kalmaz, aynı zamanda
bireyin özerklik duygusu ve çalışma ortamı üzerindeki kontrolü ile de uyum
sağlayabilmektedir (Fay, 2023: 507). Bu davranışlar ve işe bağlılık arasındaki
karmaşık bağlantı, bunların altında yatan ortak mekanizmalar göz önünde bulundurulduğunda ortaya çıkmaktadır (El-Gazar vd., 2022: 2690). Bu nedenle
hem yenilikçi hem de proaktif iş davranışları yüksek derecede içsel motivasyon,
bir amaç duygusu ve kişinin rolüyle derin bir bağ kurmasını gerektirmektedir. Bu
davranışları sergileyen çalışanlar, kişisel değerlerinin ve isteklerinin kurumsal
katkılarıyla uyumlu olması nedeniyle genellikle yüksek bir bağlılık durumu
yaşayabilirler. Bu uyum sadece çalışma tutkularını körüklemekle kalmaz, aynı
zamanda psikolojik refahlarını da artırabilmektedir.
Yenilikçilik ve proaktiflik, günümüzün başarılı örgütlerin temel taşlarından
biri olarak kabul edilmektedir. Bu çerçevede bu çalışma, yenilikçi ve
proaktif iş davranışları ile bunların işe bağlılıkla karşılıklı ilişkisi arasındaki
karmaşık etkileşimi öne çıkarmaktadır. Örgütler, bu bağlantıların altında yatan
mekanizmaları gözlemleyerek, çalışanların refahını besleyen ve rollerine
sarsılmaz bağlılıklarını teşvik eden bir ortamın nasıl geliştirileceğine dair
içgörüler elde edebilirler. Nihayetinde, bu faktörler arasındaki dinamikleri
anlamak ve kullanmak, kuruluşların performanslarını optimize etmelerini
ve gelişen bir işgücü yaratmalarını sağlayabilir. Bu nedenle bu çalışma, bu
davranışlar arasındaki çok yönlü ilişkiyi incelemekte ve işe bağlılıkla olan
karmaşık bağlantılarına ışık tutmaktadır. Çünkü bu davranışlar, örgütlerin
değişen koşullara uyum sağlama yeteneklerini artırırken, rekabet avantajı elde
etmelerine yardımcı olabilmektedir. Ayrıca bu çalışma, yenilikçi ve proaktif
davranışların ne olduğu, nasıl teşvik edilebileceği ve örgütler için sağladığı
faydaları örgütsel davranış açısından incelemektir. Bu kapsamda bu tür
davranışların çalışanlar üzerindeki etkileri ve yönetim stratejileri üzerindeki
etkileri de ele alınmaktadır.
The significance of innovation and the expectation for employees to exhibit innovative behavior have been heightened as a result of swift technological advancements and an evolving business landscape. The present research is aimed at examining the impact of organizational justice on fostering innovation in a dynamic business environment. Extending the previous literature which generally examined the combined impact of different facets of organizational justice, we employed the social cognitive theory framework to investigate the mechanism through which the three facets of organizational justice (distributive justice, procedural justice, and interactional justice) lead to employee innovative behavior through the mediating role of employees’ creative self-efficacy. Additionally, we examined the role of age as a pertinent boundary condition, an aspect often overlooked in the literature on creative self-efficacy and innovative behavior which is likely to augment our understanding of the potential mechanism driving innovative behavior. The sample comprises 320 individuals employed in the information technology industry. The data were collected in two waves, and subsequent analysis was conducted utilizing the Warp PLS 8 software. The present investigation employed partial least square (PLS)-based structural equation modeling (SEM) to conduct analysis and evaluate hypotheses. The results indicate that all three facets of organizational justice have a positive influence on employees’ creative self-efficacy, which subsequently manifests in their innovative behavior. Additionally, age has an impact on the relationship between creative self-efficacy and employee innovative behavior, which becomes less pronounced as employees get older. Theoretical contributions and practical implications for practitioners are discussed.
Purpose
The process of fostering and enhancing employee creativity (EC) is multifaceted and involves various challenges and contradictions, with paradoxical leadership (PL) playing a crucial role. However, previous research has neglected the importance of employee emotions, resulting in an incomplete understanding of the underlying mechanisms. To address this gap, this study draws upon the triadic reciprocal determinism of social cognitive theory to construct a moderated mediation model. The objective is to investigate the mediating role of harmonious work passion (HP) in the relationship between PL and EC. Furthermore, the study aims to explore the moderating effect of proactive personality (PP).
Design/methodology/approach
Two surveys were carried out in eight enterprises situated in China. A total of 337 employees took part in the questionnaire survey to explore the correlation between PL, PP and HP. Additionally, 42 supervisors participated in evaluating the creativity of their subordinates. To test the proposed hypotheses, this study utilized hierarchical regression analysis on a sample of supervisor-subordinate pairs.
Findings
Paradoxical leadership is positively correlated with employee harmonious work passion. Harmonious work passion is positively correlated with employee creativity. Harmonious work passion plays a mediating role between paradoxical leadership and employee creativity. Proactive personality moderates the relationship between paradoxical leadership and harmonious work passion. Proactive personality moderates the indirect effect of harmonious work passion on the relationship between paradoxical leadership and employee creativity.
Practical implications
The results of this study provide practical suggestions for improving EC. For example, organizations can select supervisors who exhibit PL qualities and enhance the training programs for leaders in the domain of paradoxical thinking. Furthermore, it is crucial for leaders to prioritize the development of employees' HP and to be attentive to the distinct individual variations present within their workforce.
Originality/value
This study enriches the research on the mediating and moderating mechanism between PL and EC and opens the black box from the perspective of emotion. Moreover, this research examines the boundary condition under which PL functions. The study reveals the interaction of environment, personality, cognition and emotion on creativity and provides a new perspective and empirical support for future research.
Penelitian ini menyelidiki kuat atau lemahnya peran Penggunaan TIK dalam memoderasi hubungan antara Akuisisi Pengetahuan dan Berbagi Pengetahuan dengan Perilaku Inovatif PNS. Sampel penelitian dipilih 83 (delapan puluh tiga) responden, dengan menggunakan metode Sampel Acak Purposive, yaitu pejabat struktural pada Pemerintah Kabupaten Kotawaringin Barat sesuai dengan jenjang Diklat PIM yang telah dilaksanakan di tahun 2022 dan 2023. Metode penelitian ini menggunakan pendekatan penelitian kuantitatif dengan menggunakan kuesioner. Data diolah menggunakan SmartPLS 4.1.0.0. Hasil penelitian menunjukkan bahwa Akuisisi Pengetahuan memiliki pengaruh langsung terhadap Perilaku Inovatif, Berbagi Pengetahuan memberikan pengaruh langsung terhadap Perilaku Inovatif, dan Penggunaan TIK tidak memoderasi pengaruh Akuisisi Pengetahuan terhadap Perilaku Inovatif, namun Penggunaan TIK melemahkan pengaruh Berbagi Pengetahuan terhadap Perilaku Inovatif. Abstract This study investigates the strong or weak role of ICT Use in moderating the relationship between Knowledge Acquisition and Knowledge Sharing with Innovative Behaviour of Civil Servants. The research sample was selected 83 (eighty three) respondents, using the Purposive Random Sample method, namely structural officials at the West Kotawaringin Regency Government according to the level of PIM Training that has been carried out in 2022 and 2023. This research method uses a quantitative research approach using a questionnaire. The data was processed using SmartPLS 4.1.0.0. The results showed that Knowledge Acquisition has a direct influence on Innovative Behaviour, Knowledge Sharing has a direct influence on Innovative Behaviour, and ICT Use does not moderate the influence of Knowledge Acquisition on Innovative Behaviour, but ICT Use weakens the influence of Knowledge Sharing on Innovative Behaviour.
Purpose
Drawing upon curiosity drive theory, we examine the effects of epistemic curiosity (EC) on employees' innovative work behavior. Additionally, we explore the potential mediating role of work engagement (WE) and the moderating effects of leader-member exchange (LMX).
Design/methodology/approach
The data were collected from 406 employees employed in public service organizations within the United Arab Emirates. Structural equation modeling was employed as the analytical approach to test the hypotheses.
Findings
The findings of this study indicate that EC is positively related to innovative work behavior. Further, WE mediates the relationship between EC and creative work behavior. Moreover, LMX moderates the indirect effect of WE on the link between EC (interest and deprivation types) and innovative work behavior. The mediating association is stronger when the leader and member’s exchange is high.
Practical implications
This study will assist practitioners of service organizations in focusing their attention on EC to enhance employees' innovative work behavior and achieve optimal performance. Our research extends work on interest and innovative work behavior in an emerging economic context.
Originality/value
Our study suggests that policymakers should embrace the philosophy of curiosity to nurture innovative behavior in the workplace.
This study was conducted to explore the influence of principals’ leadership behaviors on their teachers’ innovative work behavior (IWB). It follows a qualitative approach that investigates the teachers’ perceptions of principals’ leadership behaviors and teachers’ own IWB. A qualitative thematic analysis was conducted using (NVivo 12) for the 15 interviews. It was found that principal leadership behaviors positively impact the innovative work behavior of teachers in UAE. The results indicated that support for innovation, providing resources, recognition, delegation, and consultation were the strongest influences on teachers’ IWB. Whereas continued monitoring affects teachers’ innovative behavior negatively. In this work, implications for practitioners and future research are also discussed.
Las empresas necesitan empleados capaces de responder a los nuevos desafíos del ámbito empresarial, social y medioambiental. Este estudio analiza el impacto de ciertos métodos de aprendizaje innovador. Con una muestra de 462 estudiantes y un diseño cuasi experimental con pre y posprueba y grupo control, se combina el comportamiento laboral innovador (CLI) con los principios de innovación frugal (PIF) para obtener el comportamiento laboral innovador y frugal (CLIF). Los resultados revelan que aquellos estudiantes que realizan prácticas en empresas al mismo tiempo que sus estudios presentan un CLIF más alto que los estudiantes que no realizan prácticas en empresas y que sólo estudian.
Purpose
This study investigates the direct influence of ambidextrous leadership on employees’ innovation behaviour, the mediating role of innovative self-efficacy and harmonious work passion, and the moderating role of Zhong-Yong thinking.
Design/methodology/approach
The authors conducted a series of questionnaire surveys to collect data in three time periods and from multiple sources; 332 supervisor–subordinate matched samples were obtained. The hypothesised relationships were tested using structural equation modelling and ProClin.
Findings
Ambidextrous leadership is positively associated with employees’ innovation behaviour, while innovative self-efficacy and harmonious work passion play mediating roles. The analysis further confirms that innovative self-efficacy and harmonious work passion play a chained double-mediating role between ambidextrous leadership and employees’ innovation behaviour, while Zhong-Yong thinking plays moderating roles between ambidextrous leadership and innovative self-efficacy and between ambidextrous leadership and harmonious work passion.
Originality/value
This study demonstrates the influence of ambidextrous leadership on employees’ innovation behaviour, specifically the role of ambidextrous leadership, and extends the relationship’s theoretical foundation. It is also expected to provide inspiration and serve as a reference for local Chinese management.
Hizmetkâr liderlik etik temellere dayandığı için özellikle özel firmalarda ve işletmelerde çalışan bireylerin çok farklı özelliklerini ön plana çıkarma potansiyeline sahip bir kavramdır. Hizmetkâr liderliğin, çok önemli etkileri olabilmesine rağmen özellikle psikolojik personel güçlendirme ve yenilikçi davranış yaratma üzerinde ulusal ve uluslararası firmalarda çok önemli katkıları bulunabilir. Etik temelin getirdiği güven örgüt kültürünü olumlu etkileyebilir ve örgütsel vatandaşlığı ortaya çıkarabilir. Hizmetkâr liderliğin bireysel düzeyde örgütsel vatandaşlık davranışı geliştirdiği, çalışanların psikolojik olarak güçlü kalmalarını sağladığı ve yenilikçi davranışları motive ettiği açıkça ortadır. Mutlu çalışan = Mutlu Müşteri ise hizmetkâr liderlik çeviklik odaklı tüm organizasyonlar için ilgi odağıdır.
One characteristic of nascent entrepreneurship is the need to innovate to achieve competitiveness and ensure the survival of new ventures. Based on the individual perspectives of the Resource-Based View and Entrepreneurial Learning Theory, we propose a novel approach to expand our understanding of the dynamics and interplay between resourceful behaviors (e.g. financial bootstrapping, bricolage, and improvisation) and innovative behavior among student entrepreneurs during the development and exploitation stages. We used data from a survey of two groups of student entrepreneurs in Spain, analyzed using advanced PLS-SEM procedures. Our findings indicate that the link between financial bootstrapping and innovative behavior is driven by bricolage at both stages, while improvisation does not moderate this relationship. Changes in innovative behavior and the impact of resourceful behaviors are not significant in the stages analyzed. These results have implications for enhancing the identification, integration, and use of resources for innovation amongst student entrepreneurs.
1 الصيمري فايز سامي أكرم البصرة نفط شركة Akram sami Fayez AL_ samry Basra oil company akrams.alsamry@student.uok المستخلص الغرض ل ث اات ث ااج لبيي ث ةاالي ةلطبي ب ث ى لا ث الح ث عععلب يسع : (Learning orientation) ا ثاا الب ععع وسع (Innovative Behavior) ع وكعل , ةلطبعي ع عععععع تسع ث ياط ت ث عثياط (ل ث اعات ث) (الي ثا اثالادت اا زثم ثا , ل تلطبي ث ااد لنيى, ث ا ثفت طييي, ث كي ةشعا ااس ة خدثم ااس يااسه لي وث) (Calantone, Cavusgil & Zhao, 2002) ااع ث ياط ت ث ب ع (ا ثاا الب سع) (ي سع ث اثالادت ا ثفشطي طة, ت ث صاات ث طة, ب عج الح ث طة, ت ث اد ال دء ااس ة خدثم ااس يااسه لي وث اات) ل ث ب ع ب ي ث ثاخطيج, ثشطثب يتال, ث (Lukeš, & Stephan, 2017). ممممممميم/المنهجية التصم بى اج لاة ث تالظتاج ث ةج عايي ب ع الح ث طااق : ععععععط ثاشع ياف ث طااي ةديطيي و اا ثخ (ةج الفي ة اساطي عشالثئاي عايي 93) ةالظتا ااافات, ث اتع ئاسي ثدثة اافي ثاس ى لا ث الح ث تد وثع , وسلب ا ث لح ااج لبيي ث ااان ثياط وث ااة ثا عبيي اا اخ الح ث ياطثت ة و , ابت ل عدة تاد ثع تل ثحصععائاي اي ا اااف ث ات ةيها تا ث فااخ كال ثافلدث ا ل و اسععععاح ث ااة ثا وةلاة ي تلاا ث وثافلطث تالحون ث لسععععااى ث السععععح ت ث و (ثاحصائى اطفاةج ث خدثم ااس SPSS VR.23 .) البحث اهميمة اطح ةج ى لا ث الح ث ثنتاي ة فد ياطثت ة ااج لبيي ث ة ياو ى ث ععععععات ثسع د ث ال عععععع وثسع ل ث اات ث ب ا ثاا تع تا وث اج لاة ث ثابطثد ب ع ةااشط اش ؤيط وثيلاي ي ةش اي وةلا ثسي د ى لا ث الح ث ي ةلاو وكل) بى ثاشط ياف ث طااي ةديطيي. النتائج ااج عععائاي ثحصع ي دا ثت ااة ث عبيي ويالد ةيها اي طاا و ةلطباي ايات ي ععع ثسع ب ث الح ث ععع الصع ث ياط ت تس ث ااع ث ياط ت وث ااج ثحصائاي ي دا و ثياط ويالد و. ا ثاا الب وس ل ث اات ث التوصيات-1 تام ثان ثسي د ث ياد تيظتي ث ب ع ل ث اات اا دى اج لاة ث االةى ث ه عت سات ةتا بى الب س ث نلث طساخ و .-2 ثسي د ث ياد تيظتي ث ب ع اج لاة ث ااج ا ثاا الب س شااع يظ ث ياا وث تاز ث اق ل ب ث يؤدي لي ث ش اا اتى. الرئيسة الكلمات التعلم اتجاه , االبتكار سلوك , العاملين االشرف, النجف تربية مديرية. Abstract
Innovative work behaviour forms an important origin for obtaining competitive advantage, and its development gives a commanding challenge being faced by several organizations. In this chapter, the positive impact of ethical leadership at individual and collective levels is proposed to positively impact IWB by employing the theory of decomposed planned behavior. The authors present that appreciative inquiry plays an important role in development of EL, which leads to fairness, power sharing, role clarification, people orientation, integrity, ethical guidance, and concern for sustainability, which strengthens an individual's positive job attitudes, subjective norms, and perceived behavioral controls by affecting the underlying behavioral, normative, and control beliefs. In putting forward a holistic and multi-level framework linking EL (at individual and collective levels) with IWB, this chapter contributes to both positive attitudes and EL literatures. At the end, the authors discuss the theoretical and pragmatic implications of the proposed model.
Bu araştırmanın temel amacı, merkezi bir eğitim sisteminde okul müdürlerinin dönüşümcü liderlik davranışlarının öğretmenlerin yenilikçi iş davranışlarındaki rolünü açıklamaktır. Araştırmanın odak noktası, okul müdürlerinin liderlik uygulamalarının Türkiye'deki öğretmenlerin yenilikçi iş davranışlarını ne ölçüde yordayabileceğini ortaya koymaktır. Ayrıca, öğretmenlerin yenilikçi davranışlarını teşvik etmede önemli bir etkisi olabilecek dönüşümcü liderlik uygulamalarını belirlemek amaçlanmıştır. Bu amaşlara ulaşmak için ilişkisel bir araştırma deseni benimsenmiş ve tahmin modelinde çoklu regresyon analizi yapılmıştır. Araştırmanın çalışma grubunda toplam 323 öğretmen yer almıştır. Analizler sonucunda, okul müdürlerinin sergilediği belirli dönüşümcü liderlik uygulamalarının öğretmenlerin yenilikçi çalışma davranışlarıyla önemli bir ilişkisi olduğunu belirlenmiştir. Özellikle, ortak bir vizyon oluşturma, mevcut süreçlere meydan okuma ve rol model olma, öğretmenler arasında yenilikçilik konusunda önemli liderlik davranışları olarak belirlenmiştir. Öte yandan, kalbi cesaretlendirme ve diğerlerinin harekete geçmesini sağlama, önemli olmakla birlikte, öğretmenler arasında yenilikçi davranışları teşvik etmede nispeten daha az etkili bulunmuştur. Farklı regresyon modellerinde açıklanan varyans oranlarını dikkate alarak, okul müdürlerinin öğretmenlerin yenilikçi çalışma davranışlarını önemli ölçüde geliştirme potansiyeline sahip oldukları söylenebilir. Bu bulgular, özellikle merkezi bir eğitim yapısı içinde eğitim politikası ve uygulaması için önemli sonuçlar taşımaktadır. Öğretmenler arasında yeniliği teşvik eden dönüşümcü liderlik uygulamalarının tanınması, geliştirilmesi, ve önceliklendirilmesi eğitim sisteminin genel etkinliğine olumlu bir etki yapması açısından önemlidir.
تهدف الدراسة وبشكل رئيسي الى بيان تأثير القيادة الريادية على السلوك المبتكر للموظفين لعينة من العاملين في المستشفيات الاهلية. ولتحقيق ذلك تم الاعتماد في قياس القيادة الريادية على ثلاثة ابعاد (الاستباقية، الابتكار، تحمل المخاطرة). وفي حين تم قياس السلوك المبتكر عن طريق اربعة ابعاد (استكشاف الفرص، توليد الافكار، ترويج للفكرة، التطبيق). وقد اعتمدت الباحث على الاستبانة كأداة لجمع البيانات الضرورية من العينة والتي بلغت (100) فرداً، استخدمت الباحث البرامج الاحصائية المتقدمة (SPSS V.26) لغرض تحليل البيانات واختبار الفرضيات الرئيسية والفرعية المنبثقة منها، وتوصلت الدراسة الى مجموعة من النتائج وكان من أبرزها إن المنظمة بحاجة الى تطبيق أبعاد القيادة الريادية للوصول الى حالة الاتزان لوجود قادة وأفراد ممكنين ذاتياً ومعنوياً، وينعكس ذلك كنتيجة لتطبيق عملها مما يساهم في تحقيق السلوك المبتكر.
Purpose: Technology plays a pivotal role in shaping the fate of organizations, both positively and negatively. One of its detrimental consequences is the emergence of "Technostress," a form of destructive stress. This paper investigates the impact of technostress on Perceived Organizational Commitment (POC) through the lens of individual innovation. The objective is to provide valuable insights for organizational managers, enabling them to effectively mitigate the adverse effects of technostress within their teams. Design/Methodology/Approach: This study utilized a questionnaire survey conducted within an Engineering Consulting Company in Iran, with 147 individuals participating, selected according to Morgan's table. Findings: The research findings revealed three crucial insights: (1) Technostress significantly and negatively influences both POC and individual innovation. (2) Individual innovation positively and significantly impacts POC. (3) Individual innovation acts as a mediator between technostress and POC, alleviating the negative impact of technostress on organizational commitment. Research Implications: The study underscores the importance for managers to proactively address technostress-related challenges and promote individual innovation within their organizations. These efforts are vital in enhancing organizational commitment among employees. Originality/Value: This research makes a significant contribution to the field by illuminating the mediating role of individual innovation in the relationship between technostress and perceived organizational commitment. Given the close association of employees in engineering organizations with technology, this study sheds light on the specific challenges faced by this sector, thereby enhancing our understanding of technostress effects in the workplace.
The demonstration of innovative behaviour by employees plays a crucial role in enabling organisations to effectively respond and adapt to the rapidly evolving business landscape. There has been an increase in research aimed at identifying the factors that contribute to the progressive development of innovative capacity, as there has been a substantial rise in interest in the comprehension of innovation mechanisms. Drawing on self-determination theory, this study aims to investigate the effect of employee engagement on innovative work behavior. The mediating role of employee voice behavior was also explored. Additionally, this study examines the potential moderating impact of perceived distributive justice on the relationship between employee engagement and innovative work behavior. A quantitative study was undertaken using a sample size of 180 participants who were employed in the manufacturing sector of Pakistan. Partial least squares structural equation modelling (PLS-SEM) was used to analyze the results of the study. The results revealed that engaged employees are more likely to exhibit innovative behavior. Furthermore, employee voice was discovered to fully mediate the relationship between employee engagement and innovative behavior, as well as to have a significant influence on both employee engagement and innovative behavior. However, the findings did not support the hypothesis that perceived distributive justice moderates the association between employee engagement and innovative behavior. Future research directions and managerial implications were also mentioned.
The study mainly aims to show the impact of entrepreneurial leadership on the innovative behavior of employees for a sample of workers in private hospitals. To achieve this, the measurement of entrepreneurial leadership was based on three dimensions (proactivity, innovation, and risk tolerance). While innovative behavior was measured by four dimensions (exploration of opportunities, idea generation, idea promotion, application). The researcher relied on the questionnaire as a tool for collecting the necessary data from the sample, which amounted to (100) individuals. Need to apply the dimensions of entrepreneurial leadership to reach a state of equilibrium for the presence of leaders and individuals who are self-and morally empowered, and this is reflected because of implementing its work, which contributes to achieving innovative behavior. Keywords: entrepreneurial leadership, innovative behaviour
This study examines the structural relationships between individual's personality traits, perception of HRM practices, innovative climate and innovative work behavior based on the Trait Activation Theory (TAT) and Social Exchange Theory (SET). The main purpose of this study is to identify the significance of innovative climate as a mediator between individual's personality traits, perception of HRM practices and innovative work behavior. Individual's personality traits consist of openness to experience, conscientiousness, extraversion, agreeableness and neuroticism, perception of HRM practices consist of appropriate staffing and recruitment, a fair performance appraisal system, comprehensive training and development and competitive compensation. Innovative work behavior is measured in terms of creation, promotion and implementation. A quantitative approach is adopted to test the relationships. Questionnaires are used to gather data from 36 iron and steel companies of Tangshan in China, a total of 384 respondents participate in this study. The data are analyzed by using PLS algorithm and the bootstrapping procedure. Hierarchical Multiple Regression Analysis (HMRA) is used to examine (1) the relationship between individual's personality traits, perception of HRM practices and innovative climate; (2) the relationship between individual's personality traits, perception of HRM practices, innovative climate and innovative work behavior; and (3) the mediating role of innovative climate on the relationship between individual's personality traits, perception of HRM practices and innovative work behavior.
Penelitian ini bertujuan untuk melihat hubungan desentralisasi dan inovasi daerah, dengan mengambil studi kasus inovasi pemerintah daerah di Kota Meksiko, Kabupaten Jembrana, dan Pemerintah Provinsi Jawa Barat. Metode penelitian menggunakan studi literatur. Data Meksiko diambilkan dari hasil penelitian data sekunder dari 64 inovasi yang dilakukan pada 30 pemerintah daerah di Meksiko. Sedangkan data di Kabupaten Jembrana dan Pemerintah Provinsi Bali diambil dari penelitian terdahulu, jurnal dan sumber data sekunder lainnya. Hasil penelitian menunjukkan bahwa inovasi daerah tumbuh karena inisiasi mandiri inovator maupun sebagai respon atas permasalahan yang muncul dalam masyarakat. Inovasi daerah seringkali digunakan sebagai sarana politik pemimpin daerah. Kepemimpinan menentukan keberhasilan inovasi. Permasalahan yang muncul dalam inovasi daerah adalah keberlanjutan inovasi daerah. Saran yang diberikan diantaranya melalui pelembagaan inovasi secara formal, membangun transparansi dan akuntabilitas, membuka ruang partisipasi dan kolaborasi pada stakeholders yang lebih luas, memilih prioritas program yang relevan, serta membagi peran dan tanggungjawab kepada stakeholders dengan jelas dan akuntabel dalam memperkuat inovasi. Kata Kunci: inovasi; reformasi birokrasi; pemerintah daerah; studi komparasi
Bu çalışma, psikolojik güçlendirme ve yenilikçi iş davranışı arasındaki ilişkiyi incelemek ve bütüncül bir yaklaşımla değerlendirebilmek amacıyla yapılmıştır. Bu doğrultuda 2018-2023 yılları arasında yayınlanan ve korelasyon değerine sahip 11 makale ve tez meta analize tabi tutulmuştur. 11 çalışmanın meta analizinde CMA V4.0 yazılım programı kullanılmıştır. Analiz sonucunda psikolojik güçlendirme ve yenilikçi iş davranışı arasındaki rastgele etkiler modelinde ortalama etki büyüklüğü (r=0,580'dir) güçlü düzeyde olduğu ortaya çıkmıştır. Ayrıca psikolojik güçlendirme ve yenilikçi iş davranışı arasındaki ilişkide sektör değişkeninin moderatör rol oynadığı tespit edilmiştir.
Although research on High-Performance Work Systems (HPWS) has been studied predominantly from the perspective of organizations, recent work calls for the need to incorporate the perceptions of HPWS by employees. Drawing on assertions from social exchange and signaling theory, we propose that employees’ perception of HPWS (PHPWS) will promote innovative behaviors through perceived organizational support (POS). Furthermore, the positive relationship between PHPWS and innovative behaviors will strengthen when employees are supported by their leader. Hypotheses are tested with a sample of 714 employees from 10 South Korean firms. Results indicate that employees’ PHPWS have positive associations with POS and innovative behavior, and that POS mediates this positive relationship. Moreover, we found that a positive relationship between their POS and innovative behavior and the indirect effect of PHPWS on innovative behavior via POS were even more strengthened by perceived leader support, confirming its moderating effect. Theoretical and practical implications are discussed.
Two studies examined factors that predict expatriate managers' tendencies to think seriously about departing prematurely from their international assignments. Previous research (conducted outside of the expatriate context) has shown that individuals' willingness to stay with or leave their positions is an interactive function of outcome favorability and procedural fairness. A conceptually analogous interaction effect was found in the present studies. Whereas expatriates more seriously thought of departing prematurely when they perceived the non-work-related outcomes of their overseas assignments to be less favorable, this tendency was much less pronounced when procedural fairness was relatively high. Theoretical and practical implications are discussed, as are limitations of the studies and suggestions for future research.
This third version of the MBI was developed across several occupations and countries, in order to assess burnout in all occupations. It was originally published in 1996 by CPP, but is now published and distributed online by Mind Garden (www.mindgarden.com/products/mbi.htm)
This study assessed the extent to which a recently developed measure of burnout extended the concept of burnout as developed among human service providers to people in other occupations. The study replicated a factor structure derived from a study of aircraft maintenance workers, computer programmers, and administrators with staff in various occupations across two health care settings: a tertiary care hospital (N=3,312) and a residential mental health facility (N=417). Within the larger setting the analysis replicated the factor structure with four occupational groups: clerical/maintenance workers, technical personnel, nurses, and managers. The study found support for the validity of the scale through its consistency with the issues that participants raised in an open-ended questionnaire. Conceptual issues in burnout theory and suggestions for further research are presented.
This chapter describes a model of the justice judgment process. It is proposed that people used their perceptions of fairness as a heuristic to assess the quality and nature of their relationship to important groups and institutions to which they belong. The implications of this notion for the development and use of fairness cognitions are explored.
Earlier studies on author productivity and collabora- tion have established that productive, active and prolific authors, especially in the field of Health Science, are also highly collaborative. The purpose of this study is to determine whether the most pro- ductive authors in the literature of Health Science, for the eight year period 2000-2007, are also the most collaborative. This study intends to determine the degree of col- laboration and to examine the co-relation between productivity and collaboration pattern of the health care professionals in Christian Medical College (CMC), Vellore, India. Christian Medical College is a premier and century old institution of education and research in Medical Sciences in India. To this end, the research productivity data of the faculty of CMC included in the global Online Database Pub- Med by the NLM has been taken for analysis of the collaboration pattern. Of these, this study includes only those primary journals indexed in Pub Med and subscribed in the CMC library. This was decided to ensure accessibility to the full text data articles to obtain the full bibliographic data of the authors and their affiliation. The study period is spread from 2000 to 2007. This study found that while the degree of collabo- ration in the literature of Health Science was very high, the correlation amongst the productivity and collaboration is low. Intra-collaboration of health care professionals is higher than the inter- collaboration across the discipline and institutions. Inferences and interpretations drawn of this study are given in detail in the full text of the paper.
A theoretical framework for understanding creativity in a complex social setting, such as an organization, is developed. Organizational creativity is defined as the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system. The starting point for the theoretical development is provided by the interactionist model of creative behavior developed by Woodman and Schoenfeldt (1989). This model and supporting literature on creative behavior and organizational innovation are used to develop an interactional framework for organizational creativity. The theoretical framework is summarized by 3 propositions that can effectively guide the development of testable hypotheses.
The studies reported here evaluated the conditions under which the relationship between employees' trust in and support for organizational authorities will be more or less pronounced. We hypothesized that employees' trust in organizational authorities would be more strongly related to their support for the authorities when they perceived the outcomes associated with authorities' decisions to be relatively unfavorable. The results of three field studies, in markedly different contexts, supported this prediction. In essence, the establishment of trust seems to be a potent force in overcoming the otherwise adverse reactions that employees may exhibit in reaction to decisions yielding unfavorable outcomes. Theoretical implications for the literatures on organizational trust and organizational justice are discussed, as are some practical implications and limitations of the studies.
This chapter describes how innovation ideas develop over time based on findings emerging from seven innovations included in the Minnesota innovation Research Program. These observations are very different from typical We greatly appreciate the willingness of our colleagues involved in the Minnesota innovation Research Program to make this chapter possible by giving permission to use their research cases and data on their innovations: Harold Angle, Jeanne Buckeye, Roger Hudson, Raghu Garud, Daniel Gilbert, Mary Knudson, Karen Lindquist, John Maurie!, William Roering, and Vernon Ruttan. This research was supported in part by a grant to the Strategic Management Research Center at the University of Minnesota by the Organization Effectiveness Research Programs, office of Naval Research, under Contract No. N00014-84-K-0016. Additional research support for this research has been provided by the Underseas Systems Division of Honeywell Corporation. An earlier version of this chapter appeared in Agribusiness Management Journal 2, 4 (1986): 501-523.
Treatment subjects (n = 173) received an explanation for an ongoing pay freeze. This explained the fairness of the implementation of the freeze and the necessity for it. The explanation mitigated the effect of the resultant economic harships on employees attitudes, turnover intentions, and perceptions of procedural justice.
The present study integrated a number of streams of research on the antecedents of innovation to develop and test a model of individual innovative behavior. Hypothesizing that leadership, individual problem-solving style, and work group relations affect innovative behavior directly and indirectly through their influence on perceptions of the climate for innovation, we used structural equation analysis to test the parameters of the proposed model simultaneously and also explored the moderating effect of task characteristics. The model explained approximately 37 percent of the variance in innovative behavior. Tasktype moderated the relationship between leader role expectations and innovative behavior.
With rapid changes in technology, and global competition, the success of many organizations has become progressively more dependent on their ability to bring innovative products to market. Ultimately, however, innovation depends on the generation of creative, new ideas. Accordingly, the literature bearing on the nature of creativity is reviewed to identify the conditions that influence innovation. Observations about the nature of creativity are used to draw conclusions about the kind of human resource management strategies that might enhance creativity. It is argued that organizations should consider multiple interventions that take into account the individual, the group, the organization, and the strategic environment when selecting interventions intended to enhance creativity.
The process of exchange is almost continual in human interactions, and appears to have characteristics peculiar to itself, and to generate affect, motivation, and behavior that cannot be predicted unless exchange processes are understood. This chapter describes two major concepts relating to the perception of justice and injustice; the concept of relative deprivation and the complementary concept of relative gratification. All dissatisfaction and low morale are related to a person's suffering injustice in social exchanges. However, a significant portion of cases can be usefully explained by invoking injustice as an explanatory concept. In the theory of inequity, both the antecedents and consequences of perceived injustice have been stated in terms that permit quite specific predictions to be made about the behavior of persons entering social exchanges. Relative deprivation and distributive justice, as theoretical concepts, specify some of the conditions that arouse perceptions of injustice and complementarily, the conditions that lead men to feel that their relations with others are just. The need for much additional research notwithstanding, the theoretical analyses that have been made of injustice in social exchanges should result not only in a better general understanding of the phenomenon, but should lead to a degree of social control not previously possible. The experience of injustice need not be an accepted fact of life.
Distributive justice was found to be a more important predictor of two personal outcomes, pay satisfaction and job satisfaction, than procedural justice, whereas the reverse was true for two organizational outcomes-organizational commitment and subordinate's evaluation of supervisor. However, procedural and distributive justice also interacted in predicting organizational outcomes. We discuss limitations of this study and directions for future research.
In this article we develop a theoretical framework for understanding creativity in complex social settings. We define organizational creativity as the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system. The starting point for our theoretical development is provided by the interactionist model of creative behavior developed by Woodman and Schoenfeldt (1989). This model and supporting literature on creative behavior and organizational innovation are used to develop an interactional framework for organizational creativity. The theoretical framework is summarized by three propositions that can effectively guide the development of testable hypotheses.
در مقالات دیگر اشاره شده که در این مقاله در مورد ارتباط متغیرهای دموگرافیک با توانمندسازی روانی صحبت شده است.
The distribution of rewards and resources is a universal phenomenon that occurs in social systems of all sizes, from small groups to whole societies (Parsons, 1951; Parsons, Shils, & Olds, 1951). All groups, organizations, and societies deal with the question of allocating rewards, punishments, and resources. The manner in which a social system deals with these issues has great impact on its effectiveness and on the satisfaction of its members. For these reasons, it is not surprising that social scientists from many disciplines—political scientists, economists, sociologists, and psychologists—have been concerned with the problem of allocation (e.g., Jones & Kaufman, 1974; Leventhal, 1976a; Pondy, 1970).
The present article chronicles the history of the field of organizational justice, identifies current themes, and recommends new directions for the future. A historical overview of the field focuses on research and theory in the distributive justice tradition (e.g., equity theory) as well as the burgeoning topic of procedural justice. This forms the foundation for the discussion offive popular themes in contemporary organizational justice research: (a) attempts to distinguish procedural justice and distributive justice empirically, (b) the development of new conceptual advances, (c) consideration of the interpersonal determinants of procedural justice judgments, (d) new directions in tests of equity theory, and (e) applications of justice-based explanations to many different organizational phenomena. In closing, a plea is made for future work that improves procedural justice research methodologically (with respect to scope, setting, and scaling), and that attempts to integrate and unify disparate concepts in the distributive and procedural justice traditions.
To what degree do individuals adapt their work environments in response to occupational stress? The research reported below addresses this question through a qualitative questionnaire survey that assesses the extent to which innovation is used as a stress coping strategy amongst health care professionals (community and hospital nurses, administration workers and paramedics; N = 333). Overall, 32% of these workers reported a coping response subsequently coded as innovative, and significant between-occupational group differences in the frequency of usage were found. Overwork, procedural difficulties and dealing with others were the stressors eliciting the greatest number of innovative coping responses. The study indicated that such responses were perceived as an effective and important way of dealing with occupational stress. It is concluded that stress management programmes that encourage individuals to change workplace factors through innovation, would be a worthwhile addition to interventions that emphasize individual adaptation to stressful work environments.
I consider the interactive effects of procedural fairness and outcome favorability on people's reactions to organizational decisions. When the dependent variable consists of employees' support for decisions, for decision makers, or for organizations, outcome favorability has less influence when procedural fairness is high rather than low. When the dependent variable consists of employees' self-evaluations, however, out-come favorability has more influence when procedural fairness is high rather than low. Explanations, implications, and future research directions are discussed.
The psychological contract held by an employee consists of beliefs about the reciprocal obligations between that employee and his or her organization. Violation refers to the feelings of anger and betrayal that are often experienced when an employee believes that the organization has failed to fulfill one or more of those obligations. This article provides a model outlining the psychological sensemaking processes preceding an employee's experience of psychological contract violation. It also identifies factors that affect those processes with the aim of encouraging future empirical research.
This paper presents an alternative to the predominant equity theory for studying the concept of fairness in social relationships. According to the equity theory, or merit principle, fairness in social relationships occurs when rewards, punishments, and resources are allocated in proportion to one's input or contributions. The basic problems of this theory are that it employs a unidimensional concept of fairness and that it emphasizes only the fairness of distribution, ignoring the fairness of procedure. In contrast, the alternative to this theory is based on two justice rules, the distributional and the procedural. Distribution rules follow certain criteria: the individual's contributions, his needs, and the equality theory. These criteria are considered relative to the individual's role within the particular setting or social system. A justice judgment sequence estimates the individual's deservingness based on each rule. Final judgments evolve from a rule-combination equation. Preceding the final distribution of reward, a cognitive map of the allocative process is constructed. Fairness is judged in terms of the procedure's consistency, prevention of personal bias, and its representativeness of important subgroups. Opportunities to apply this concept of fairness exist in field studies of censorship, participatory decision making, equal opportunity, and representativeness of social institutions. (KC)
The present study integrated a number of streams of research on the antecedents of innovation to develop and test a model of individual innovative behavior. Hypothesizing that leadership, individual problem-solving style, and work group relations affect innovative behavior directly and indirectly through their influence on perceptions of the climate for innovation, we used structural equation analysis to test the parameters of the proposed model simultaneously and also explored the moderating effect of task characteristics. The model explained approximately 37 percent of the variance in innovative behavior. Task type moderated the relationship between leader role expectations and innovative behavior.
This paper examines the theoretical and empirical relationships between employees' trust in their employers and their experiences of psychological contract breach by their employers, using data from a longitudinal field of 125 newly hired managers. Data were collected at three points in time over a two-and-a-half-year period: after the new hires negotiated and accepted an offer of employment; after 18 months on the job; and after 30 months on the job. Results show that the relationship between trust and psychological contract breach is strong and multifaceted. Initial trust in one's employer at time of hire was negatively related to psychological contract breach after 18 months on the job. Further, trust (along with unmet expectations) mediated the relationship between psychological contract breach and employees' subsequent contributions to the firm. Finally, initial trust in one's employer at the time of hire moderated the relationship between psychological contract breach and subsequent trust such that those with high initial trust experienced less decline in trust after a breach than did those with low initial trust.