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The trends of international competition and cooperation have amplified the influence of returnees' innovative behaviors on technology and knowledge transfer. However, the scarcity of local network resources and challenges in cross-cultural adaptation hinder their effectiveness in innovation activities. Based on network embeddedness theory and social cognitive theory, this study examines how and when network embeddedness enhances the innovative behavior of returnees. Data were collected from 306 employees in mainland China who had experience studying, working, or residing abroad. The findings reveal that network embeddedness positively influenced returnees' innovative behavior by enhancing their creative self-efficacy, with the organizational innovation climate further amplifying this effect. This study provides insights into how individual-level network factors impact returnees' innovative behavior, highlighting the unique contributions returnees make to social networks. Furthermore, the organizational innovation climate is shown to enhance the innovative capabilities of returnees and reinforce their roles in driving corporate technological innovation and competitiveness. [ABSTRACT FROM AUTHOR]

Abstract Employee innovative behaviour shapes the core competitiveness of an enterprise. Leadership style has been shown to influence employee innovative behaviour significantly. This research paper fills the gap by exploring the relationship between distributed leadership as an emerging leadership style and employee innovative behaviour along with psychological empowerment as mediator and organizational innovation climate as a moderator. 567 responses were collected from 29 different regions in China based on their availability through an adapted questionnaire. The data were analyzed using statistical software Mplus 6.0 and SPSS 19.0. The research results show that distributed leadership not only positively affects the innovative behaviour of employees but also has a positive impact on psychological empowerment and such empowerment positively influences employee innovative behaviour. The results also confirm that psychological empowerment mediates the relationship between the innovative behaviour of employees and distributed leadership. In addition, the organizational innovation climate moderates the relationship between psychological empowerment and the innovative behaviour of employees. The study not only contributed by confirming the moderating effect of organizational innovation climate on the relationship between psychological empowerment and employee innovative behaviour but also added directions for future researchers to explore more about the relationship between psychological empowerment and employee innovative behaviour along with theoretical research on enterprise leadership and management.

Employee innovative behaviour shapes the core competitiveness of an enterprise. Leadership style has been shown to influence employee innovative behaviour significantly. This research paper fills the gap by exploring the relationship between distributed leadership as an emerging leadership style and employee innovative behaviour along with psychological empowerment as mediator and organizational innovation climate as a moderator. 567 responses were collected from 29 different regions in China based on their availability through an adapted questionnaire. The data were analyzed using statistical software Mplus 6.0 and SPSS 19.0. The research results show that distributed leadership not only positively affects the innovative behaviour of employees but also has a positive impact on psychological empowerment and such empowerment positively influences employee innovative behaviour. The results also confirm that psychological empowerment mediates the relationship between the innovative behaviour of employees and distributed leadership. In addition, the organizational innovation climate moderates the relationship between psychological empowerment and the innovative behaviour of employees. The study not only contributed by confirming the moderating effect of organizational innovation climate on the relationship between psychological empowerment and employee innovative behaviour but also added directions for future researchers to explore more about the relationship between psychological empowerment and employee innovative behaviour along with theoretical research on enterprise leadership and management. [ABSTRACT FROM AUTHOR]

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.

The present study aims to investigate the relationship between sustainable leadership styles and frugal innovation in SMEs in the Chinese context. We also investigate the role of knowledge sharing as a mediator in the relationship between SL-FI. Furthermore, this study introduces the situational variable organizational innovation climate to explore its moderating role between KS-FI. The data were collected from corporate employees of SMEs in China's manufacturing and service industries, with a 67.7% response rate on the questionnaire. The hypotheses were tested in this study using SmartPLS 4.0.8.7, and the empirical findings of this study revealed that sustainable leadership positively affects frugal innovation, with the knowledge-sharing process serving as a partial mediating effect. In addition, the results revealed that a higher level of organizational innovation climate will result in a higher effect of knowledge sharing on frugal innovation. The results of the current study provide insights and empirical evidence on the importance of frugal innovation in emerging markets and the ability to improve firms' frugal innovation through leadership practices and knowledge resources. The current study provides a new contribution as it links sustainable leadership, knowledge sharing, and frugal innovation in the context of China as an emerging country. The research findings contribute to expanding the literature in the area of leadership styles and innovation, and provide practical insights for policymakers, entrepreneurs, and others in developing countries and emerging market SMEs. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Economics & Administrative Sciences 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.)

Copyright of Teacher Education Research is the property of Teacher Education Research 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.)

Introduction: The 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. Methods: We 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. Results: The 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. Discussion: The 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. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

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. [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. [ABSTRACT FROM AUTHOR]

In today's rapidly changing society, IT enterprises continue to develop invincible and IT enterprise managers are responsible for taking corrective initiatives to avoid future problems. In an organization, leadership style is a key factor to improve employee performance and promote organizational innovation culture, which plays a crucial role in every organization and business. The purpose of this study is to help improve employee performance through effective leadership in Chinese IT enterprises through the mediating role of organizational innovation culture. In this study, the researcher uses quantitative methods to analyze and process the data collected through the questionnaire. The study discusses in detail the effects and influence of the two leadership styles, namely transformational leadership and transactional leadership on employee performance. The results depict that transformational leadership has a significant positive influence on employee performance and organizational innovation culture, while the influence of transactional leadership is weak in comparison to that of Transformational leadership. Finally, it is suggested that in order to improve the transformational leadership, especially in the IT industry, which is constantly changing and innovating, the firm needs to be constantly stimulating innovation and change of employees. The enterprise needs to adapt to the development of the times and improve the performance of employees, thereby enhancing the core competitiveness of the enterprise.

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.

Copyright of Economic Science / Jingji Kexue is the property of Economic Science 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 present study proposes that psychological ownership for the organization and psychological empowerment are important determinants of individual innovative behavior, and serve as moderators of the climate–innovation relationship. In a study of 804 employees from 157 firms in China, we found that both of these two psychological variables had a positive relationship with individual innovative behavior. Additionally, we found psychological empowerment served as a moderator of the climate–innovation relationship, such that the relationship was stronger for individuals high in psychological empowerment. This study contributes to further understanding of the climate–innovation relationship. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Business Administration (1025-9627) is the property of National Taipei University, Department of Business Administration 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.)

Copyright of Soochow Journal of Economics & Business is the property of Soochow Journal of Economics & Business 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.)

Knowledge and innovation are regarded as characteristics in the new knowledge economy era. Any organization should be able to manage knowledge and continuously innovate in order to present their competitive advantages. Under increasing market competition, enterprises depend more on innovation to enhance the competitiveness for survival and development. Organizational Innovation Climate therefore plays a critical role in the overall operation and activity performance. According to the previous research motives and purposes, this study aims to discuss the correlations between Organizational Innovation Climate and Knowledge Management. Manufacturers in Linkou Industrial Park are sampled as the research subjects and a total of 650 questionnaires are distributed. Having eliminated invalid and incomplete questionnaires, a total of 348 valid copies are retrieved, with a retrieval rate of 54%. The empirical results show 1. Partially significant correlations between Knowledge Management and Corporate Culture, 2. Remarkable correlations between Corporate Culture and Organizational Innovation Climate, 3. Notable correlations between Knowledge Management and Corporate Culture, and 4. Mediating effects of Corporate Culture on Knowledge Management and Organizational Innovation Climate.

Copyright of Chinese University Education Journal is the property of Chinese University of Hong Kong 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.)

Organizational innovation climates have been found to be effective predictors of employee creativity and organizational innovation. As such, climate assessments provide a basis for useful organizational interventions in enhancing creativity and innovation. Researchers now call for better articulation of the motivational mechanisms that link social context to employee innovation. In responding to the above call, this study found that employee positive psychological capital (PsyCap) is more influential than organizational innovation climate on employee innovative behavior. With a large sample ( N = 781) from 16 organizations and a cross-level analysis, we examined the relationship between organizational innovation climate and employee innovative behavior with employee PsyCap as mediator. The results showed that both organizational innovation climate and employee PsyCap significantly affect employee innovative behavior, and more importantly, employee PsyCap fully mediates this relationship. The innovation journey is a challenging and risky one with many frustrations and discouraging moments from idea generation to idea implementation. The research results presented here imply that to be innovatively effective, organizations are advised to manage both social (organizational innovation climate) and psychological (PsyCap) resources of employees in enhancing employee innovative behavior. Other theoretic and practical implications are discussed. [ABSTRACT FROM AUTHOR]

Previous studies have found out the positive relationship between customer participation and employee service innovation behavior. In the era of the experience economy, moreover, customer participation is an effective method to solve the lag problem of employee service innovation. Using questionnaire data collected between April and July 2016 from 20 service enterprises in Fuzhou, Xiamen, and Quanzhou of China, we carried out an empirical analysis of the mechanism of the influence of customer participation on service innovation behavior from the perspective of customer psychological empowerment and organizational innovation climate, on the basis of cognitive evaluation theory. We found that the higher the degree of customer participation, the better the front-line employee service innovation behavior in service enterprises. The enhancement of the level of front-line employee service innovation mainly relies on the promotion of options, right to know, influence, and other dimensions of customer psychological empowerment. In addition, organizational innovation climate positively moderates the relationship between customer psychological empowerment dimensions and employee service innovation, indicating that the mediating effects of customer psychological empowerment dimensions on employee service innovation behavior are state dependent. The findings of this study provide a significant decision-making reference for service enterprises to prevent the lag of employee service innovation. [ABSTRACT FROM AUTHOR]

This study focused on the relationship of employees' career growth with high-performance work systems (HPWS), how and the conditions under which HPWS enhance organizational career growth. It considered job crafting as part of the mechanism, the idea being that employees actively exploit the resources provided and demands imposed by HPWS to craft their jobs. Using a multi-level, three-wave time-lagged design with 663 employees and 67 human resource managers from 67 companies, we found that (a) organization-level HPWS were positively related to individual employees' career growth; (b) task and relational job crafting mediated the relationship; (c) the organizational innovation climate moderated the relationship between organization-level HPWS and job crafting; and (d) the moderating effect had an impact on employees' career growth through job crafting. The implications of the study for the advancement of knowledge and practice are discussed. • Employees' organizational career growth is cultivated by high performance work systems (HPWS). • Employees' career growth also benefits from job crafting, which is itself encouraged by HPWS. • Both task job crafting and relational job crafting play a role in the way employees' career growth is fostered by HPWS. • A climate for innovation in the organization magnifies the benefits of HPWS and of job crafting for career growth. • Organizations can foster their employees' career growth by implementing HPWS and by cultivating an innovative mentality. [ABSTRACT FROM AUTHOR]

Copyright of School Administrators is the property of School Administration Research Association, R.O.C. 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.)

Copyright of Revista Internacional de Sociología is the property of Consejo Superior de Investigaciones Cientificas 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.)

Highlights: [•] Positive affect was found to positively influence organizational climate. [•] Organizational climate was found to negatively influence cyber-bullying. [•] Positive affect therefore influenced individuals’ perceptions on cyber-bullying. [•] Correlations were observed between positive affect and organizational innovation. [Copyright &y& Elsevier]

We investigated individual-level knowledge sharing and innovative behavior of employees, organizational innovation climate, and interactions between the individual level of knowledge sharing and the climate of innovation within the organization as a whole. Employees of public corporations in the Taiwanese finance and insurance industries participated in this study. Hierarchical linear modeling (HLM) indicated a positive association between knowledge sharing and innovative behavior and a positive association between organizational innovation climate and innovative behavior. According to the results of HLM organizational innovation climate did not act as a moderator on the impact of knowledge sharing on innovative behavior. [ABSTRACT FROM AUTHOR]