Organizational innovation climate and innovation behavior among nurses in China: A mediation model of psychological empowerment

2021 ◽  
Author(s):  
Meng Lv ◽  
Sha Yang ◽  
Xiao‐Yan Lv ◽  
Li Zhang ◽  
Zhi‐Qiang Chen ◽  
...  
Keyword(s):  
Organizational Innovation ◽  
Psychological Empowerment ◽  
Mediation Model ◽  
Innovation Climate ◽  
Innovation Behavior

scholarly journals How to Motivate Employees for Sustained Innovation Behavior in Job Stressors? A Cross-Level Analysis of Organizational Innovation Climate

2019 ◽  
Vol 16 (23) ◽  
pp. 4608 ◽  
Author(s):  
He ◽  
Wu ◽  
Zhao ◽  
Yang
Keyword(s):  
Self Efficacy ◽  
Organizational Innovation ◽  
Job Stressors ◽  
Mediation Effects ◽  
Starting Point ◽  
Sustained Innovation ◽  
Innovation Climate ◽  
Creative Self ◽  
Level Analysis ◽  
Innovation Behavior

The starting point of organizational innovation is employees’ creative thinking and innovation behaviors at work. In addition to personality and innovation willingness, innovation behavior depends on the level of support available in an organizational environment. The data used in this study were collected from 74 R&D teams (418 employee participants) in technology companies in Taiwan, and a multi-level analysis was conducted to investigate the relationships among job stressors, creative self-efficacy, and employees’ sustained innovation behavior, as well as the role of the organizational innovation climate between creative self-efficacy and employees’ innovation behavior. The research findings revealed significant positive relationships between challenge stressors and employees’ sustained innovation behavior, as well as significant negative relationships between hindrance stressors and employees’ sustained innovation behavior, mediation effects of creative self-efficacy on job stressors and employees’ sustained innovation behavior, and moderation effects of the organizational innovation climate on employees’ creative self-efficacy and sustained innovation behavior. An enterprise could place some working-related stress on employees and create a rich internal innovative climate to induce innovation behavior in its members.

scholarly journals Exploring the Relationship between Organizational Capital and Service Innovation Behavior

2018 ◽  
Vol 6 (12) ◽  
pp. 01-10 ◽  
Author(s):  
Chien-Chung Lu ◽  
Hung-Jui Hsu
Keyword(s):  
Organizational Innovation ◽  
Service Innovation ◽  
Mediating Effect ◽  
Organizational Level ◽  
Organizational Capital ◽  
Innovation Climate ◽  
Service Businesses ◽  
The Impact ◽  
The Relationship ◽  
Innovation Behavior

Along with the knowledge economy era, the concept of organizational capital increasingly receives many attentions. Many previous studies have emphasized the influence of organizational capital on innovation at the organizational level. The present study is trying to explore the impact of organizational capital on service innovation behavior and examine the mediating effect of organizational innovation climate on the relationship between organizational capital and service innovation behavior. The researchers conducted a survey to collect data from Taiwan Top 500 service businesses based on CommonWealth magazine’s survey. We expect to profoundly understand the relationships between organizational capital, innovation climate, and service innovation behaviors as well as provide meaningful implications for academics and practitioners.

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.

Authentic leadership and teachers’ voice behaviour: The mediating role of psychological empowerment and moderating role of interpersonal trust

2020 ◽  
pp. 174114322091592 ◽  
Author(s):  
Sen Zhang ◽  
Alex J Bowers ◽  
Yaqing Mao
Keyword(s):  
Primary Schools ◽  
Authentic Leadership ◽  
Psychological Empowerment ◽  
Interpersonal Trust ◽  
Critical Role ◽  
Mainland China ◽  
Mediation Model ◽  
Moderated Mediation Model ◽  
The Impact

Teachers’ voice behaviour plays a critical role in school reform by providing constructive suggestions to promote teaching, students’ learning and school management. This study investigates how and under what conditions principals’ authentic leadership contributes to teachers’ voice behaviour. Data collected from 982 teachers in 38 primary schools in mainland China were analysed using regression analysis and bootstrapping tests. The research tested a moderated mediation model of authentic leadership effects on teachers’ voice behaviour in which teacher psychological empowerment was included as the mediator and interpersonal trust as the moderator. The results affirmed the partial mediation model, finding significant direct and indirect effects of principals’ authentic leadership on teachers’ voice behaviour. Moreover, interpersonal trust positively moderated the relationship between psychological empowerment and teachers’ voice behaviour, and also strengthened the whole mediating mechanism. When teachers perceived a higher level of interpersonal trust, the effects of principals’ authentic leadership on teachers’ voice behaviour were stronger than for counterparts who perceived a low level of interpersonal trust. Our discussion highlights the benefits of understanding the impact of authentic leadership on teachers’ voice behaviour in relation to interpersonal trust and their psychological empowerment and indicates how teachers can play a role in implementing the perceived situation practically.

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