The Cross-Level Mediating Effect of Psychological Capital on the Organizational Innovation Climate-Employee Innovative Behavior Relationship

2015 ◽  
Vol 51 (2) ◽  
pp. 128-139 ◽  
Author(s):  
Michael L. A. Hsu ◽  
Forrence Hsinhung Chen
Keyword(s):  
Psychological Capital ◽  
Organizational Innovation ◽  
Mediating Effect ◽  
Innovative Behavior ◽  
The Cross ◽  
Innovation Climate

scholarly journals How Leaders’ Positive Feedback Influences Employees’ Innovative Behavior: The Mediating Role of Voice Behavior and Job Autonomy

2021 ◽  
Vol 13 (4) ◽  
pp. 1901 ◽  
Author(s):  
Wang Ro Lee ◽  
Suk Bong Choi ◽  
Seung-Wan Kang
Keyword(s):  
Positive Feedback ◽  
Structural Equation ◽  
Organizational Innovation ◽  
Equation Model ◽  
Service Industries ◽  
Mediating Effect ◽  
Job Autonomy ◽  
Innovative Behavior ◽  
Voice Behavior ◽  
Innovative Behaviors

This study investigated the effects of a leader’s feedback behavior on the followers’ innovative behaviors, and the mediating effects of voice behavior and job autonomy in the above relationship. To test the analytical model with the hypotheses, survey data were collected from 527 Korean employees working in 35 companies from manufacturing, distribution, and service industries. A structural equation model analysis was performed to test the hypotheses. The results of our empirical analysis are as follows. First, it was found that positive feedback from the leader positively influenced the followers’ voice behaviors, job autonomies, and innovative behaviors. Second, voice behavior and job autonomy were confirmed to have a positive mediating effect between the leader’s feedback and the innovative behavior of the followers. These findings imply that a leader’s feedback behavior contributes toward enhancing the followers’ innovative behaviors in the process of organizational innovation. We suggest that organizations and managers pay attention to the benefits of feedback activities and facilitate key mechanisms that connect them to employee innovation behavior, effectively.

Knowledge Sharing, Organizational Climate, and Innovative Behavior: A Cross-Level Analysis of Effects

2013 ◽  
Vol 41 (1) ◽  
pp. 143-156 ◽  
Author(s):  
Chien Yu ◽  
Tsai-Fang Yu ◽  
Chin-Cheh Yu
Keyword(s):  
Organizational Climate ◽  
Knowledge Sharing ◽  
Hierarchical Linear Modeling ◽  
Organizational Innovation ◽  
Positive Association ◽  
Innovative Behavior ◽  
Linear Modeling ◽  
Individual Level ◽  
Innovation Climate ◽  
The Impact

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.

scholarly journals Promoting Innovative Behavior in Employees: The Mechanism of Leader Psychological Capital

2021 ◽  
Vol 11 ◽  
Author(s):  
Yanfei Wang ◽  
Yi Chen ◽  
Yu Zhu
Keyword(s):  
Psychological Capital ◽  
Psychological Safety ◽  
Mediating Effect ◽  
External Boundary ◽  
Conservation Of Resources ◽  
Innovative Behavior ◽  
Positive Effects ◽  
Psychology Theory ◽  
Questionnaire Surveys ◽  
The Relationship

The study reported in this paper analyzed the influence of leader psychological capital (PsyCap) on employees’ innovative behavior and the roles of psychological safety and growth need strength (GNS) in this process within the context of positive psychology theory and conservation of resources theory. Three stages of questionnaire surveys were administered to 81 enterprise leaders and their 342 direct subordinates in South China to test our theoretical model. The results showed that leader PsyCap had significant and positive effects on employee innovative behavior, psychological safety had a partially mediating effect, and GNS positively moderated the relationship between psychological safety and innovative behavior. The results revealed the mechanism of PsyCap and external boundary conditions of the influence of leader PsyCap on employee innovative behavior. The study expands the research results of leader PsyCap theory and also provides guidance on how enterprises manage employees’ innovative behavior.

Effect of psychological capital on customer value cocreation behavior: the mediating role of employees' innovative behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Farrukh ◽  
Nabeel Younus Ansari
Keyword(s):  
Customer Value ◽  
Psychological Capital ◽  
Mediating Effect ◽  
Innovative Behavior ◽  
Content Type ◽  
Service Employees ◽  
Value Cocreation ◽  
Frontline Service Employees ◽  
Frontline Service

PurposeCustomer value cocreation (VCC) behavior is gaining increased scholarly attention in the services marketing discipline and has become a top research priority in recent times. Despite the growing interest in studying VCC, less scholarly attention has been paid to study the crucial role of frontline service employees in activating customer participation in the VCC process. Hence, to bridge this research gap, the present research expanded VCC research streams by investigating the mediating effect of frontline service employees' innovative behavior in psychological capital and customer VCC behavior relationship.Design/methodology/approachData collected from 255 hotel employee–customer dyads were analyzed through Smart PLS to measure the proposed relationships.FindingsThe results suggest the mediating effect of frontline service employees' innovative behavior in psychological capital and customer VCC behavior relationship.Originality/valueThe current research made a significant contribution to the VCC field by identifying driving forces that encourage customers to exhibit VCC behaviors.

scholarly journals A Study on the Effect of Change Management on Organizational Innovation: Focusing on the Mediating Effect of Members’ Innovative Behavior

2021 ◽  
Vol 13 (4) ◽  
pp. 2079 ◽  
Author(s):  
Wookjoon Sung ◽  
Changil Kim
Keyword(s):  
Change Management ◽  
Organizational Innovation ◽  
Mediating Effect ◽  
Innovative Behavior ◽  
Analysis Model ◽  
Institute Of Public Administration ◽  
The Public ◽  
Mediating Role ◽  
Management Participation ◽  
The Impact

This study is an empirical study on the impact of change management on organizational innovation through innovative behavior in the public sector. The independent variables are the four elements of change management (organizational goal, transformational leadership, participation and communication, education and training), the dependent variable is organizational innovation, and the mediating variable is the innovative behavior of members. The data used for the analysis is the Public Service Recognition Survey 2018 by KIPA (the Korea Institute of Public Administration). Hayes’ Process Macro analysis (Model 4) was performed to verify the mediating variable. As a result of the analysis, it was found that change management factors have a positive effect on innovative behavior and organizational innovation. In addition, public officials’ innovative behavior played a mediating role between change management and organizational innovation. It was confirmed that the innovative behavior of organizational members is essential to achieve organizational innovation. Among the factors of change management, participation and communication had the highest influence on innovative behavior and organizational innovation.

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