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Employees' innovative behaviors (EIB) play a crucial role in driving enterprises' innovation and enabling them to adapt to the complex business environment. The purpose of this study is to examine the role of proactive personality in EIB, whereby a mediating effect of work-related flow is proposed in this relationship. The moderating effect of organizational innovation climate is also examined on the indirect of proactive personality on EIB through work-related flow. With purposive sampling, a questionnaire survey was conducted on front-line employees of two digital cultural and creative industrial parks in Southwest China. A total of 279 valid questionnaires were used for hypothesis verification. The findings indicate that employees' proactive personality has a significant positive effect on EIB. Employees with a proactive personality are more likely to experience work-related flow, which in turn promotes their EIB. However, we did not find evidence of the organizational innovation climate moderating the relationship between proactive personality and EIB.

IntroductionThe important role of psychological capital on corporate innovation has attracted the attention of academics, more and more scholars have conducted related studies. Although most scholars have explored the mechanisms and paths of psychological capital on innovation performance, few scholars have explored the inner relationship between them from the perspective of knowledge management. Based on the knowledge management perspective, We explore the influence effect of the psychological capital of entrepreneurial teams on the innovation performance of startups in the entrepreneurial situation.MethodsWe conducted hypothesis testing using data from 113 Chinese entrepreneurial teams, and conducted reliability analysis, correlation analysis, and regression analysis on the questionnaire data with the help of SPSS software and AMOS software.ResultsThe results showed that (1) entrepreneurial team psychological capital has a significant positive effect on innovation performance of startups; (2) entrepreneurial team psychological capital positively promotes their knowledge sharing behavior and reduces knowledge hiding behavior; (3) entrepreneurial team knowledge sharing and knowledge hiding play a partially mediating role between entrepreneurial team psychological capital and innovation performance of startups; (4)organizational innovation climate plays a moderating role in the influence of entrepreneurial team knowledge sharing and knowledge hiding on the innovation performance of startups.DiscussionThe findings are consistent with the hypothesis model proposed in this paper, indicating that as the psychological capital of entrepreneurial teams increases, the innovation performance of startups can benefit from higher levels of knowledge sharing and lower levels of knowledge hiding.

To better understand how to motivate innovative work behavior (IWB) at the individual level in organizations, we investigate the link between perceived psychological safety and IWB and the role of error risk taking and perceived organizational innovation climate in this study. In particular, we hypothesize a moderated mediation model in which (a) perceived psychological safety is positively related to IWB, (b) error risk taking mediates the positive relationship between perceived psychological safety and IWB, and (c) perceived organizational innovation climate strengthens the positive link between error risk taking and IWB and the mediated link between perceived psychological safety and IWB via error risk taking. We tested the hypothesized model using data collected from 315 full-time employees working at six information and communication technology companies in a high-technology business district of Egypt. The findings largely support our hypotheses. We conclude by discussing the theoretical and practical implications.

This study aims to explore the relationship between organizational innovation climate (OIC) and innovative work behavior (IWB), using psychological safety (PS) and knowledge sharing (KS) as mediating variables. Based on the social cognitive theory (SCT), this study proposes a conceptual framework to explore innovative work behavior. The structural model of the extended SCT model was tested using sample data from 446 R&D staff of high-tech enterprises in China. SPSS 25.0 and AMOS 23.0 were used to test the hypothetical model. The results indicated that organizational innovation climate was positively correlated with psychological safety and innovative work behavior. Psychological safety was positively correlated with innovative work behavior. Knowledge sharing was significantly and positively correlated with innovative work behavior. Moreover, Psychological safety and knowledge sharing play a significant mediating role in the relationship between organizational innovation climate and innovative work behavior, and psychological safety further improves individual innovative work behavior by influencing knowledge sharing among research team members. At the end of the study, this study thoroughly discussed the conclusions, practical implications, limitations, and future research directions of the study.

The study takes an interaction perspective to examine possible interaction effects of goal orientation, psychological capital, and organizational innovation climate aimed at enhancing employees’ innovation behavior. A total sample of 398 employees were selected in Chinese enterprises. The descriptive statistical analyses, multiple regression, and bootstrap approach are adopted to test the interactive effects after controlling for gender, age, years for work of employees, type of enterprises, and industry. Results indicate that learning goal orientation and proving goal orientation have a positive effect on employees’ innovation behavior through psychological capital. The positive relationship between psychological capital and employees’ innovation behavior is stronger when employees perceive more organizational innovation climate. Additionally, the positive effect of learning goal orientation and proving goal orientation on employees’ innovation behavior is stronger in high organizational innovation climate through high-level psychological capital than in low organizational innovation climate. However, the negative effect of avoiding goal orientation on innovation behavior is not significant. Finally, implications and further research are discussed.

In today’s era of rapid development of science and technology, organizations are confronted with unprecedented opportunities and challenges. Employee innovative behavior has become the key element to promote organizational innovation and achieve sustainable competitive advantages. This study examines the relationship between organizational innovation climate and employee innovative behavior by focusing on the mediating role of psychological ownership and the moderating role of task interdependence. The survey data were collected from the matched samples of 326 employees and their direct supervisors from 13 enterprises in Guangdong Province, China. The results indicate that organizational innovation climate is positively related to employee innovative behavior and that psychological ownership plays a fully mediating role between them. For the moderating effects, task interdependence positively moderates the relationship between organizational innovation climate and employees’ psychological ownership. The results also reveal an indirect effect of organizational innovation climate on employee innovative behavior through psychological ownership. Theoretical and practical implications are also discussed.