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Abstract This study explores the dynamics of intersection between workplace conflicts, job commitment, and socio-instrumental enterprise social media (ESM) utilization for improving innovation. This study proposes job commitment as a pivotal mediator that influences employees' attitudinal responses to the array of conflicts encountered in the workplace. Additionally, it introduce socio-instrumental ESM use as a potent moderator, influencing employees' appraisals of workplace conflicts. To illuminate the intricate tapestry of these interactions, we present a moderated mediation model that delineates the complex nomological network governing the interplay among workplace conflicts, job commitment, and the cultivation of innovative behaviors. Based on empirical data encompassing 447 employees, our findings illuminate the distinctive moderating roles played by these socio-instrumental ESM usage. These patterns differentially moderate the connections between workplace conflicts and job commitment, as well as the indirect connections between workplace conflicts and the stimulation of employee innovation through job commitment. This research significantly advances our theoretical understanding of the multifaceted interplay among workplace conflicts, job commitment, socio-instrumental ESM utilization, and employee innovation. Moreover, it offers implications that can faciliate organizational strategies aimed at fostering innovation. By recognizing the pivotal roles of job commitment and socio-instrumental ESM, organizations can strategically harness these factors to cultivate a culture of innovation, positioning themselves for success in an increasingly competitive and dynamic business environment.

This study explores the dynamics of intersection between workplace conflicts, job commitment, and socio-instrumental enterprise social media (ESM) utilization for improving innovation. This study proposes job commitment as a pivotal mediator that influences employees' attitudinal responses to the array of conflicts encountered in the workplace. Additionally, it introduce socio-instrumental ESM use as a potent moderator, influencing employees' appraisals of workplace conflicts. To illuminate the intricate tapestry of these interactions, we present a moderated mediation model that delineates the complex nomological network governing the interplay among workplace conflicts, job commitment, and the cultivation of innovative behaviors. Based on empirical data encompassing 447 employees, our findings illuminate the distinctive moderating roles played by these socio-instrumental ESM usage. These patterns differentially moderate the connections between workplace conflicts and job commitment, as well as the indirect connections between workplace conflicts and the stimulation of employee innovation through job commitment. This research significantly advances our theoretical understanding of the multifaceted interplay among workplace conflicts, job commitment, socio-instrumental ESM utilization, and employee innovation. Moreover, it offers implications that can faciliate organizational strategies aimed at fostering innovation. By recognizing the pivotal roles of job commitment and socio-instrumental ESM, organizations can strategically harness these factors to cultivate a culture of innovation, positioning themselves for success in an increasingly competitive and dynamic business environment. [ABSTRACT FROM AUTHOR]

The organization must rely on new approaches and ways to succeed in current environments. One of these methods is to improve ethical leadership behavior to create a more expressive and productive work environment. Employee innovative behavior is a key factor contributing to businesses' long-term survival and growth. This study focuses on the impact of ethical leadership on the link between employee innovative behavior and considering personality as a mediator. Data were collected from 220 employees in the construction industry. The data were analyzed using partial least square structural equation modeling (PLSSEM) to assess the measurement and structural models. The study findings show that ethical leadership has a significant positive influence on employee innovative behavior. Personality mediates the relationship between ethical leadership and employee innovative behavior. This study has implications for officials who desire to identify and promote leadership techniques that encourage employee innovative behavior. By understanding the significance of ethical leadership, management can improve from this study, which can assist in strengthening and developing essential employee innovative behavior, which can eventually have a beneficial effect on organizational performance. This research provides a significant practical impact on construction industry management executives. Additionally, this research contributed to the literature for scholars concentrating on the outcomes of ethical leadership. [ABSTRACT FROM AUTHOR]

Previous studies have found that leader humor exerts an impact on employees' affection and cognition, thus promoting innovative behavior. However, the effectiveness of leaders in activating employees' motivation to innovate through the expression of humor, especially in stressful situations, is still unknown. Drawing on the Conservation of Resources theory and Emotional Contagion theory, we explore how leaders use humor to stimulate harmonious passion of employees and promote innovative behavior under two typical stressful situations of high performance expectation and team relationship conflict. The cross-level moderated mediation model is tested using data collected from 458 employees and 99 supervisors in 10 manufacturing companies in the Yangtze River Delta region of China. Our findings reveal that leader humor positively affects employee innovative behavior by fostering greater harmonious passion. Additionally, we discover that the effect of leader humor on harmonious passion is enhanced when employees are faced with higher performance expectation and greater team relationship conflict, which in turn generates more innovative behaviors. Our study focuses on the social attributes of leader humor, enriches the research on leader humor expression in stressful situations and unveils the effective pathway to promote employee innovative behavior from a motivational perspective. [ABSTRACT FROM AUTHOR]

Purpose: For start-ups or growing firms, to effectively navigate the unpredictable nature of digital development and achieve superior innovative performance, it is crucial to have a workforce comprised of creative and innovative employees. Drawing upon the principles of social information processing theory, this study aims to investigate whether specific combinations of organizational internal and external environments, as well as work characteristics in the digital age, can foster a high level of employee innovative behavior. Design/methodology/approach: By collecting a multilevel and multisource data set comprising 693 employees and 88 CEOs from 88 start-ups or growing firms, this study used fuzzy-set qualitative comparative analysis to examine the distinctive configurations associated with achieving a high level of employee innovative behavior. Findings: The study found that six solutions enabled employees to innovate more effectively, but six solutions led to the absence of employee innovative behavior. Research limitations/implications: The findings of this study offer important theoretical and practical implications to motivate employee innovative behavior in Chinese enterprises. Originality/value: First, this study contributes to the literature on employee innovative behavior by addressing the need to explore the impact of the digital context on promoting innovation among employees. Second, this study adds to the existing literature on employee innovation and entrepreneurship by examining multiple organizational contexts and their influence on innovative behavior. Third, this study makes a significant contribution to the field of employee innovative behavior by examining the macroenvironment surrounding digital transformation within enterprises and integrating both internal and external organizational factors. [ABSTRACT FROM AUTHOR]

Research Summary: Chief executive officer (CEO) entrepreneurial orientation (EO) is an emerging topic within entrepreneurship research. This research offers the attention‐based view (ABV), and its principles of attentional focus, situated attention, and structural distribution of attention to explain how CEO EO fosters an innovative organizational workforce. We theorize that CEO EO predicts lower‐level employee innovative behavior when their top managerial attentional focus on entrepreneurship is translated into high‐performance work practices, which structurally distribute their strategic attention throughout the organization and promotes a situated attentional condition for employees emphasizing innovation. Moreover, we consider (a) human‐resource management (HRM) perceived importance and (b) departmental functional foci as boundary conditions. Using a multi‐level and multi‐source sample from 152 Chinese firms, results support our arguments. Managerial Summary: Employee innovative behavior is critical to firm growth, renewal, and sustainability. By collecting and analyzing data on 2745 employees nested in 586 departments nested in 152 organizations, we examine the critical role that human resource management (HRM) systems and high‐performance work practices may play in translating a CEOs emphasis on entrepreneurial activity into employee innovative behavior. We offer and observe support for an attention‐based perspective that HRM systems serve as "attentional structures" which channel CEO preferences to lower‐organizational levels. Our results further indicate that an embrace of HRM as a strategic priority among top managers, as well as whether employees are in "boundary spanning" input–output areas of the business, to be meaningful factors which strengthen the effect of HRM‐based attentional structures upon employee innovative behavior. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

When studying the mechanism of the influence of perceived overqualification on innovative behavior, most existing studies focus on factors such as organizational identification and creative self-confidence, while factors related to self-concept are neglected. Using self-representation theory as a general framework, this study examined the psychological mechanisms between feelings of overqualification and employee innovative behavior from the perspective of self-concept. In addition, the moderating effects of popularity and distributed leadership were examined. We collected survey data from 322 employees and analyzed it using structural equation modeling techniques. The results of the study indicated that perceived overqualification negatively influenced employees' innovative behavior through perceived insider status (PIS) and organization-based self-esteem (OBSE). Popularity and distributed leadership positively moderated the negative effect of perceived overqualification on PIS and OBSE, respectively. This study elucidates the unique psychological mechanism of perceived overqualification to employee innovative behaviors through a new theoretical perspective, refines and complements the research on boundary conditions of perceived overqualification, also expands the application of distributed leadership in the context of corporate organizations, which is of great practical significance for companies to promote employee innovation by utilizing the human capital of overqualified employees. [ABSTRACT FROM AUTHOR]

Employee innovative behavior is crucial for organizations to engage in innovative activities and gain competitive advantages in the context of digital transformation. Despite many studies having focused on the relationship between leadership and employee innovative behavior, the role of digital leadership and the underlying mechanisms for employee innovative behavior remain unclear. Using the cognitive–affective processing system framework, the study investigated the dual mediating role of psychological empowerment and affective commitment between digital leadership and employee innovative behavior and the moderating role of a proactive personality in such relationships. Employing data from 359 employees, the study conducted structure equation modeling to examine the hypotheses. The results show that digital leadership influences employee innovative behavior through psychological empowerment but not affective commitment. Furthermore, a proactive personality does not moderate the direct effect of digital leadership on psychological empowerment and affective commitment or the indirect effect of digital leadership on employee innovative behavior. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

This study examines the relationship between perceived overqualification (POQ) and employee innovative behavior in higher education institutions in China. Further, this study examined the mediating role of creative self-confidence and moderating role of harmonious workplace climate. The data were collected from 340 employees (330 employees and 10 supervisors) in higher education institutions in China using a multi-time lag method based on convenience sampling. The findings of this study asserted a positive relationship between POQ and employee innovative behavior. This implies that employees who perceive themselves as overqualified for their current roles are more likely to display innovative behavior in their work. Furthermore, the study identifies creative self-confidence as a mediating factor in the link between POQ and employee innovative behavior. In other words, when employees feel overqualified and possess creative self-confidence, they are more inclined to exhibit innovative behaviors. Moreover, the research showed that a harmonious workplace climate plays a moderating role in the relationship between POQ and employee innovative behavior, as well as in the connection between creative self-confidence and employee innovative behavior. A harmonious workplace climate fosters an environment of support, cooperation, and encouragement among employees, which positively influences the outcomes of POQ and creative self-confidence on innovative behavior. [ABSTRACT FROM AUTHOR]

Prior research has identified both positive and negative consequences arising from the widespread integration of social media within the organizations. The present research suggests that upward social comparison (USC) in social media is related to psychological disengagement resulting in knowledge hiding and lower innovative behavior of individuals. It further suggests that mindfulness mitigates the impact of USC in social media. A two-wave longitudinal survey reveals that individuals who engage in comparative self-assessment with friends projecting an aura of unattainable success on social media unwittingly cause psychological disengagement, a phenomenon which, in turn, precipitates a palpable decline in their innovative behavior and rise in knowledge hiding. Furthermore, our exploration unravels an intricate layer of this narrative – mindfulness of employees for online social interactions reduces this adverse cascade. This study draws attention to the necessity for vigilant managerial oversight. It serves as a clarion call, illuminating the concealed facets of social media, dappled with the intricate interplay of online social comparisons. This research transcends traditional paradigms by introducing a unique perspective on employee engagement with social media, contemplated in the context of online social comparison. It augments the current body of knowledge by shedding light on the complex interplay of these variables within the modern workforce.

The COVID-19 pandemic greatly affected the global economy with lockdown measures and reduced economic activity. This study investigates the relationship between employee innovative behavior, HR practices implementation, and performance at one of the biggest car distributors in Indonesia. The study determines the impact of employee's innovative ideas in daily work activities and changes in HR practices on the company's recent performance improvements. The research uses a quantitative approach by using a questionnaire of 120 employee respondents and applying the PLS-SEM (Partial Least Square – Structural Equation Modeling) to analyze the data. The result shows that employee's innovative behavior and HR practices significantly influence employee performance.

Background: The goal of decent work (DW) is a win-win situation for both employees and employers. It promotes an individual's employability and enhances the competitiveness of the organization. Design: Based on the conservation of resources theory (COR), this paper conducted survey on knowledge workers and analyzed the data by hierarchical linear model (HLM). Research purposes: This paper aims to examine how decent work perception (DWP) influences employee innovation behavior through the mediating effect of job engagement and burnout and the moderating effect of authoritarian leadership. Findings: Based on the results of statistical analyses conducted on 489 valid knowledge workers, it was demonstrated that DWP positively influence employee innovative behavior. Job engagement has a full mediating effect on the relationship between DWP and employee innovative behavior. The study did not support the mediating effect of job burnout, however. There is a positive moderating effect of authoritarian leadership on the relationship between DWP and job engagement and a negative moderating effect on the relationship between DWP and job burnout. Implications: In addition to contributing to theoretical studies on DW and work behavior, this paper also contributes to practice on employee motivation and leadership. [ABSTRACT FROM AUTHOR]

BackgroundThe goal of decent work (DW) is a win-win situation for both employees and employers. It promotes an individual’s employability and enhances the competitiveness of the organization.DesignBased on the conservation of resources theory (COR), this paper conducted survey on knowledge workers and analyzed the data by hierarchical linear model (HLM).Research purposesThis paper aims to examine how decent work perception (DWP) influences employee innovation behavior through the mediating effect of job engagement and burnout and the moderating effect of authoritarian leadership.FindingsBased on the results of statistical analyses conducted on 489 valid knowledge workers, it was demonstrated that DWP positively influence employee innovative behavior. Job engagement has a full mediating effect on the relationship between DWP and employee innovative behavior. The study did not support the mediating effect of job burnout, however. There is a positive moderating effect of authoritarian leadership on the relationship between DWP and job engagement and a negative moderating effect on the relationship between DWP and job burnout.ImplicationsIn addition to contributing to theoretical studies on DW and work behavior, this paper also contributes to practice on employee motivation and leadership.

Purpose: Organizations have evolved to be entities that focus primarily on efficient systems and procedures. This approach was followed by devising techniques or methodologies for employees to conform to these systems or processes. The employee orientation has often been to conform to the status quo rather than to challenge it. Most of the managers believe that cohesion at workplace can be achieved through alignment of behaviors at the workplace. Contrary to this belief, Henry Mintzberg explains, that innovative organizations need to be flexible, reject bureaucracy and most importantly; avoid emphasis on control mechanisms. Hence, the perennial relationship between nonconformance and innovative work behavior is at question here. Also, the ninth Sustainable Development Goal (SDG 9) is fostering innovation. This paper attempts to understand and decipher this relationship between constructive nonconformity (CNC) and innovative work behavior (IWB). Methodology/Approach: Primary data was collected using standardized questionnaire(s) that have been tested in varied contexts. The research question was framed as ‘Does constructive nonconformity influence innovative work behavior?’ The study is based on a survey data conducted on over 459 knowledge workers from an ITES firm in Pune. Findings: The findings indicate that characteristics depicted by constructive nonconformists tend to showcase innovative work behavior. If a constructive nonconformist is allowed to thrive in any work environment, then the goal of innovative work behavior can definitely be achieved. Practical Implications: The paper could have profound implications on managerial decision making, especially in the ITES (Information Technology Enabled Services) sector. The sample is from a single sector, i.e., ITES in India. Future research would benefit from examining the above relationships in other sectors. Hence, the scope for future research in this area is enormous, both contextually and conceptually.

In the face of an increasingly complex competitive environment, a company's ability to innovate is the key to a gaining sustainable competitive advantage. As the cornerstone of an organization's survival and development, employee innovative behavior is key to enhancing an organization's innovative capability. Based on a conservation of resources, this study investigates the mechanism of the role of superior–subordinate guanxi on employees' innovative behavior from both emotional and cognitive perspectives. Through the analysis of 305 full-time employees' research data, the results show that superior–subordinate guanxi can promote employees' innovative behavior by stimulating their work passion and reducing their dependence on superiors. Our research provides certain theoretical guidance and policy recommendations for enterprises to improve the innovation ability of employees by revealing the internal mechanism of superior–subordinate guanxi affecting the innovation behavior of employees. [ABSTRACT FROM AUTHOR]

Drawing on self-determination theory and job characteristics theory, this study proposed a theoretical hypothesis model to explore the mediating and moderating mechanisms of empowering leadership on employee innovative behavior (EIB) by introducing meaningful work as mediating variable and job complexity as moderating variable. By collecting two-wave time lagged data (N = 272) with an interval of three months from 6 private enterprises in China, this study conducted hierarchical regression analysis, structural equation model analysis and bootstrap analysis to test the hypothetical model. The results revealed that empowering leadership positively impacted EIB both directly and indirectly via meaningful work. Moreover, job complexity positively moderated not only the association between empowering leadership and EIB, but also the association between meaningful work and EIB. This study offers the academia with a new perspective to explain the association between empowering leadership and EIB. [ABSTRACT FROM AUTHOR]

This paper investigates how participative leadership and employee voice behavior stimulate innovative behavior, through the moderating role of job autonomy within the SMEs context. Responses from 547 frontline employees at Egyptian travel agents were collected. Using variance-based structural equation modeling (VB-SEM), the results revealed that participative leadership significantly influenced both employees' voice behavior and their innovative behavior. The findings also indicated that employee voice behavior has an intervening role between participative leadership and workers' innovative behavior in travel agents. In addition, participative leadership has higher effects on both employee voice behavior and employee innovative behavior with high levels of job autonomy. Finally, employee voice behavior exercises a stronger effect on the innovation of travel agents' employees with greater levels of job autonomy. Besides theoretical contributions, managerial implications for tourism SMEs managers and practitioners, limitations, and further research directions were all presented. [ABSTRACT FROM AUTHOR]

Employees are the core asset of every company. Employees' innovative behavior (EIB) helps to improve the performance of enterprises. High-quality leadership is one of the key factors to promote employee innovation. As companies pay more attention to innovation, the attention to EIB continues to increase. In the process of employee innovation, the leadership style of the company's senior managers plays an important role. This is mostly so in ambidextrous leadership (AL) enveronment where paradox and contradictory thinking needs to be explored on EIB. Based on the theories of innovation and leadership, this paper explored the impact of AL on EIB and its mechanisms. We analyzed data on 478 staff working in industrial enterprises in China.The empirical results revealed a positive correlation between AL and EIB and the role of creative self-efficacy (CS) and cognitive flexibility (CF). The analysis of the mediating effect of multi-level regulation shows that: firstly, CS acts as an intermediary between AL and employee's incremental innovation (EII) and employee's radical innovation (ERI); secondly, CF positively adjusts the relationship between AL an d CS. Lastly, AL indirectly affects EII and ERI through CS, and this positive indirect relationship is more pronounced when CF is higher. The observations of the study provide a new perspective for leaders to break the traditional single behavior path and adopt dynamic complementary AL behavior to improve the level of employee innovation. Again, these insightful revelations have important practical significance for enterprise innovation management to adopt the appropriate remedial measures that will strengthen and deepen employee's innovative behavior for optimal gains. This study helps to deepen the understanding of the influence mechanism of EIB, improves innovation efficiency literature and promotes the healthy development of enterprises. [ABSTRACT FROM AUTHOR]

Introduction: Although employees' silence is a common phenomenon in organizations, the mediating role of relational silence has not been studied in inclusive leadership and innovative behavior. In this study, based on the theory of social exchange, relational silence is used as a mediating variable to explore the internal mechanisms of inclusive leadership on employees' innovative behavior. Methods: Data from 263 in-service leaders and employees were collected using convenience sampling and analyzed using Amos and SPSS statistical software package via questionnaires distributed to companies in six cities in the Guangdong province of China. Results: The results showed that inclusive leadership has a significant positive predictive effect on employees' innovative behavior (β = 0.590, p < 0.01), while inclusive leadership is negative and significantly correlated with relational silence (β = -0.469, p < 0.01). More so, relational silence has a significant negative correlation with employees' innovative behavior (β = -0.408, p < 0.01), and relational silence partially mediates the relationship between inclusive leadership and employee innovation behavior. Discussion: The mediating role of relational silence between inclusive leadership and employees' innovative behavior is revealed for the first time, theoretically broadening and enriching the connotation of inclusive leadership's influence mechanism on employees' innovative behavior and providing new ideas in practice for constructing inclusive leadership styles, reducing the incidence of relational silence, and evoking employees' innovative behavior. [ABSTRACT FROM AUTHOR]

Purpose: Drawing on social cognitive theory, this study aims to examine the relationship between supervisor developmental feedback and employee innovative behavior, incorporating with the mediating role of psychological safety and the moderating role of face orientation. Design/methodology/approach: A survey was conducted in 15 manufacturing companies in China. The participants comprised 302 employees. Hierarchical regression analysis was used to test the hypotheses. The mediating effects and the moderated mediating effects are further examined with bias-corrected bootstrapping method. Findings: Supervisor developmental feedback has a positive effect on employee innovative behavior through psychological safety, and this mediating effect is weakened by protective face orientation (fear of losing face), while the moderating effect of acquisitive face orientation (desire to gain face) is not significant. Practical implications: Organizations should create a development-oriented and safe innovation atmosphere for employees. In addition, leaders should adopt differentiated feedback and communication methods according to subordinates' face orientation. Originality/value: The study has demonstrated the positive effect of supervisor developmental feedback on employee innovative behavior, which is different from previous studies on performance feedback and leadership types. Meanwhile, this study has also explored the mediating effect of psychological safety and the moderating effect of face orientation, which provides more insights on the mechanism and boundary conditions of the effect of supervisor developmental feedback. [ABSTRACT FROM AUTHOR]

The influence of leaders on employees' innovative behavior is a new problem. Based on the relationship culture and digital technology situation in China, with reference to information processing and other theories, this study constructs a double intermediary model of the impact of e-leadership on employee innovation behavior from the perspective of "self" and "relationship," and introduces employee power distance as the boundary condition. The results show that psychological capital and affective commitment to leadership play a mediating effect between e-leadership and employee innovation behavior, and employee power distance weakens the positive impact of e-leadership on employee innovation behavior through psychological capital and emotional commitment. The research conclusion of this paper provides theoretical basis and practical enlightenment for enterprise leaders to promote employee innovation behavior by improving their e-leadership level and understanding the relationship between themselves and employees. [ABSTRACT FROM AUTHOR]

This study aims to explore the mediating mechanisms between organizational compassion and employee innovative behavior by introducing perceived insider status and felt responsibility for constructive change (FRCC) as mediating variables. Drawing on cognitive-affective personality system theory, a cross-level mediation model was established. Data were collected via the online-based questionnaire from 420 employees of 12 enterprises in China. Multilevel path modeling was leveraged to examine hypotheses proposed in this study. The results indicate that FRCC mediates the relationship between organizational compassion and employee innovative behavior. Moreover, perceived insider status and FRCC serially mediate the relationship between organizational compassion and employee innovative behavior. This study has significant theoretical and practical implications as it is the first study to investigate the value of organizational compassion to employee innovative behavior at the workplace. [ABSTRACT FROM AUTHOR]

Introduction: Most previous studies focused on the antecedents of employee innovative behavior but rarely examined the outcomes of employee innovative behavior. Moreover, previous studies ignored the relationship between employee innovative behavior and workplace wellbeing. Based on social comparison theory and social exchange theory, this study introduces coworker ostracism and leader support for innovation as mediating variables to explore the "double-edged sword" effect of employee innovative behavior on workplace wellbeing. Methods: Based on a sample of 319 employees from Chinese companies, this study used SPSS 26.0 and MPLUS 8.3 to examine the hypotheses. Results: Empirical results demonstrate that (a) employee innovative behavior is directly and positively related to workplace wellbeing, (b) employee innovative behavior is indirectly and positively related to workplace wellbeing through leader support for innovation, and (c) the negative association between employee innovative behavior and workplace wellbeing via coworker ostracism is unsupported. Discussion: The findings of this study enrich the literature by exploring the double-edged sword effect of employee innovative behavior on workplace wellbeing. The practical implications of this study are that leaders in organizations should give employees innovation support. [ABSTRACT FROM AUTHOR]

Copyright of Al-Fatih Journal is the property of Republic of Iraq Ministry of Higher Education & Scientific Research (MOHESR) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

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. [ABSTRACT FROM AUTHOR]

Summary: Innovation is critical for organizational success but innovation often depends on employee's willingness to share, which they surprisingly are not always willing to do despite potential negative costs to the individuals who hide information. Drawing on psychological ownership theory, we explain how knowledge engenders territorial feelings and leads employees to hide knowledge. Using social exchange theory, we explain how certain types of knowledge hiding behavior negatively impact the hider by reducing their own innovation. To explore potential mitigating factors, we proposed that affect‐based trust alleviates the relationship between territorial feelings and knowledge hiding and buffers the harmful effect of territorial feelings on innovative behavior. We tested the model in two studies: a pilot study of 133 full‐time employees (Study 1) and a two‐wave investigation of 30 supervisors and 240 employees (Study 2). Results revealed that (a) territorial feelings positively influenced evasive hiding and playing dumb but not rationalized hiding, (b) evasive hiding and playing dumb mediated the link between territorial feelings and innovative behavior, (c) affect‐based trust moderated the relationship between territorial feelings and evasive hiding as well as the indirect effects of territorial feelings on employee innovative behavior via evasive hiding. The theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

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.

The revolution of self-management and organizational democracy is gaining momentum with the development of new technologies. How to stimulate high employee innovation behavior is critical to an organization's success. In this study, we built and verified a theoretical model to explore the effect of job control (JC) on employee innovative behavior (EIB), the mediating effect of creative self-efficacy (CSE), and the moderating effect of mindfulness (MF), based on the self-determination theory (SDT). For this quantitative study, a 31-item questionnaire was used to collect data from five Internet companies with 329 Chinese employees. AMOS 24.0 software was used to calculate CFA. SPSS26.0 software was used to calculate means, standard deviations, correlations, and regression analysis. The results indicate that a moderated mediation model among JC, CSE, EIB, and MF is supported. Further, JC was positively related to EIB via CSE. Moreover, MF moderated the relationship between JC and EIB and the mediating role of CSE. [ABSTRACT FROM AUTHOR]

Internationalization and economic globalization cause diversity in organizations to be higher, thus requiring a diversity management approach. This quantitative study aims to analyze the effect of diversity management on organizational trust, employee innovative behavior, and employee engagement. Data were collected using a questionnaire involving 115 employees of a large private bank in Jakarta, Indonesia. Analysis of research data using structural equation modeling (SEM) with SmartPLS software. The results showed that diversity management has a positive effect on organizational trust, employee innovative behavior, and employee engagement. Organizational trust has a positive effect on employee innovative behavior and employee engagement. Organizational trust mediates the effect of diversity management on employee innovative behavior and employee engagement. Diversity management is very important for organizations today because it can promote organizational trust, create employee innovative behavior and strengthen employee engagement, so every organization needs to establish policies regarding diversity management practices and consistently make it happen. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Physical Education / Tiyu Xuekan is the property of Journal of Physical Education Editorial Office and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The revolution of self-management and organizational democracy is gaining momentum with the development of new technologies. How to stimulate high employee innovation behavior is critical to an organization’s success. In this study, we built and verified a theoretical model to explore the effect of job control (JC) on employee innovative behavior (EIB), the mediating effect of creative self-efficacy (CSE), and the moderating effect of mindfulness (MF), based on the self-determination theory (SDT). For this quantitative study, a 31-item questionnaire was used to collect data from five Internet companies with 329 Chinese employees. AMOS 24.0 software was used to calculate CFA. SPSS26.0 software was used to calculate means, standard deviations, correlations, and regression analysis. The results indicate that a moderated mediation model among JC, CSE, EIB, and MF is supported. Further, JC was positively related to EIB via CSE. Moreover, MF moderated the relationship between JC and EIB and the mediating role of CSE.

Innovative and creative employees are crucial for increasing organizations' competitive advantage. This study examined the relationship between Zhongyong thinking and employee innovative behavior, along with the mediating role of leader–member exchange (LMX). Participants were 275 subordinates and 61 supervisors employed at a large enterprise in China. We tested the proposed hypotheses with structural equation modeling based on a time-lagged survey. The results show that, as predicted, both Zhongyong thinking and LMX were positively related to subordinates' innovative behavior. Furthermore, LMX partially mediated the relationship between Zhongyong thinking and subordinates' innovative behavior. These findings point to the importance of both Zhongyong thinking and LMX for innovative behavior in an organization. Implications are discussed for research and practice. [ABSTRACT FROM AUTHOR]

Based on the open innovation theory, this study proposes a conceptual model of external search and organizational support as determinants of employee innovation in the hotel industry. We used structural equation modeling on quantitative survey data of 291 hotel employees to test the research hypotheses. The results indicate that external search and organizational support positively affect employee innovative behavior. While the results fully support the mediating effect of knowledge sharing on the relationship between external search and employee innovative behavior, they only partially support this effect on the relationship between organizational support and employee innovative behavior. The results also reveal that the interaction effect of external search and organizational support positively affects employee innovative behavior and is fully mediated by knowledge sharing. The study explores the antecedents of employee innovation from both outside and inside the organization and extends the open innovation paradigm to individual-level innovation research in hospitality. [ABSTRACT FROM AUTHOR]

Leadership is an important antecedent variable of employee innovative behavior. In previous studies, the influence of inclusive leadership on employee innovative behavior mainly focus on one mediating variable, which may lead to a deviation in parameter estimation due to the omission of other mediating variables. According to the social cognitive theory and motivation theory and from the perspective of cognitive–motivation integration, this study establishes a moderating multi-mediation model to understand the impact of inclusive leadership on employee innovative behavior. Psychological safety and creative self-efficacy are used as mediating variables, and innovation rewards are used as moderating variables. The data are collected from 418 employees of the manufacturing industry in China. The results show that, at first, inclusive leadership has a positive effect on employee innovative behavior. Secondly, both psychological safety and creative self-efficacy play partial mediating effects between inclusive leadership and employee innovative behavior, with the effect of the former being significantly smaller than that of the latter. Thirdly, innovation rewards positively moderate the relationships of “psychological safety—employee innovative behavior” and of “creative self-efficacy—employee innovative behavior.” Fourthly, innovation rewards positively moderate the indirect effect of inclusive leadership on employee innovative behavior through psychological safety and creative self-efficacy. These findings are not only helpful to expand how inclusive leadership influences the innovative behavior of employees but also provides some suggestions for enterprise innovation development.

Leadership is an important antecedent variable of employee innovative behavior. In previous studies, the influence of inclusive leadership on employee innovative behavior mainly focus on one mediating variable, which may lead to a deviation in parameter estimation due to the omission of other mediating variables. According to the social cognitive theory and motivation theory and from the perspective of cognitive–motivation integration, this study establishes a moderating multi-mediation model to understand the impact of inclusive leadership on employee innovative behavior. Psychological safety and creative self-efficacy are used as mediating variables, and innovation rewards are used as moderating variables. The data are collected from 418 employees of the manufacturing industry in China. The results show that, at first, inclusive leadership has a positive effect on employee innovative behavior. Secondly, both psychological safety and creative self-efficacy play partial mediating effects between inclusive leadership and employee innovative behavior, with the effect of the former being significantly smaller than that of the latter. Thirdly, innovation rewards positively moderate the relationships of "psychological safety—employee innovative behavior" and of "creative self-efficacy—employee innovative behavior." Fourthly, innovation rewards positively moderate the indirect effect of inclusive leadership on employee innovative behavior through psychological safety and creative self-efficacy. These findings are not only helpful to expand how inclusive leadership influences the innovative behavior of employees but also provides some suggestions for enterprise innovation development. [ABSTRACT FROM AUTHOR]