scholarly journals The Hybrid Entrepreneurs Are Still Working Ambiguously: Will They Have Innovative Behavior

2021 ◽  
pp. 52-57
Author(s):  
Tyna Yunita
Keyword(s):  
Work Behavior ◽  
Full Time ◽  
Innovative Behavior ◽  
Competitive Situation ◽  
Innovative Work Behavior ◽  
Entrepreneurial Culture ◽  
Essential Components ◽  
New Business ◽  
Part Time ◽  
Innovative Work

Creativity and innovation are essential components of organizational success in today's economy, a new business advantage. Being innovative is the key so that an organization can continue to survive in a very competitive situation. The work required entrepreneurs to have innovative work behavior. On the other hand, some of them continue to run their business outside of their primary job. This study aims to understand the direct and indirect effects of entrepreneurial culture on innovative behavior in employees who have full-time and part-time jobs. This study identifies entrepreneurial engagement that links the two. The sample of this research was employees of financial institutions with 129 respondents. The research results show that the entrepreneurial culture of hybrid entrepreneurs correlated with entrepreneurial engagement and entrepreneurial engagement has an enormous influence on innovative behavior.

scholarly journals Developmental Human Resource Configuration, Unique Human Capital, and Employee Innovative Work Behavior: A Multilevel Moderated Mediation Model

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110279
Author(s):  
Po-Chien Chang ◽  
Man-Jing Zhang ◽  
Ting Wu
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Social Exchange ◽  
Work Behavior ◽  
High Tech ◽  
Full Time ◽  
Resource Configuration ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Empowerment Climate

Drawing on social exchange theory (SET), the purposes of this research are to investigate the effect that developmental human resource configuration (DHRC) has on employee innovative work behavior (IWB) and to examine the role that an empowerment climate plays in the relationship. The study assumes that knowledge workers perform IWB if they perceive the application of DHRC and the empowerment climate to support autonomy, information sharing, and team accountability. The data were collected from 37 R&D managers and 370 full-time R&D engineers, constituting 37 different high-tech companies in Guangdong province, China. Results show that a positive relationship between DHRC and IWB was found and was partially mediated by unique human capital. Findings also demonstrate that empowerment climates strengthen this relationship. The implications of the findings and future directions for research are further discussed.

Women Entrepreneurial Innovative Behavior: The Role of Lean start-up and Business Coaching

2021 ◽  
Vol 39 (8) ◽  
Author(s):  
Rimsha Khalid ◽  
Mohsin Raza ◽  
Anusara Sawangchai ◽  
Wendy July Allauca-Castillo ◽  
Rosario Mercedes Huerta-Soto
Keyword(s):  
Deep Understanding ◽  
Mediating Effect ◽  
Work Behavior ◽  
Innovative Behavior ◽  
Business Coaching ◽  
Innovative Work Behavior ◽  
Start Up ◽  
Innovative Work ◽  
Entrepreneurial Action

The main objective of a startup is to discover a suitable plan of action that can create value for growth in the economy. This research provides evidence and allied vision engrossed on three perspectives: business coaching, lean start-up approach, and innovative work behavior of women's context in solar energy entrepreneurial action. Moreover, the study is based on a quantitative method, and results indicated that it has a significant impact on the lean start-up approach on innovative work behavior and has a significant mediating effect on business coaching. This study helps researchers and practitioners cope with the entrepreneurial incubation programs for women entrepreneurs in the lean start-up approach. Moreover, this also contributes to the deep understanding of women's exploring, building, and implementing business ideas. Additionally, the study argues that guidance and directions are important for innovative entrepreneurial actions.

Can human resource flexibility disentangle innovative work behavior among hospitality employees? The roles of harmonious passion and regulatory foci

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tuan Trong Luu
Keyword(s):  
Human Resource ◽  
Work Behavior ◽  
Equation Modeling ◽  
Innovative Behavior ◽  
Promotion Focus ◽  
Harmonious Passion ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Hospitality Organizations ◽  
Innovative Work

Purpose The ongoing improvement of hospitality services stems from innovative behavior among employees. This study aims to investigate how and when human resource (HR) flexibility promotes hospitality employees’ innovative work behavior. Design/methodology/approach The data were garnered from 438 employees and 67 managers from 19 hotels operating in Vietnam. Multilevel structural equation modeling was used to analyze the data. Findings The positive association was observed between HR flexibility and innovative work behavior. Harmonious passion functioned as a mediator for such a relationship. While promotion focus was found to positively interact with HR flexibility to predict employee harmonious passion, prevention focus demonstrated an attenuating effect on the association between HR flexibility and harmonious passion. Practical implications The findings suggest that hospitality organizations can promote innovative work behavior among employees through building skill and behavioral flexibility, as well as flexibility in HR practices. Hospitality organizations should also realize the role of harmonious passion as a mechanism that can channel HR flexibility into innovative work behavior and the interactive effect of promotion focus and HR flexibility on fostering harmonious passion and, in turn, innovative work behavior. Originality/value This inquiry advances the strand of research on the HR management-innovative behavior linkage by offering insights into how and when HR flexibility promotes innovative work behavior among hotel employees.

Public managers’ networking and innovative work behavior: the importance of career incentives

2017 ◽  
Vol 85 (2) ◽  
pp. 286-303 ◽  
Author(s):  
Tjeerd Zandberg ◽  
Fernando Nieto Morales
Keyword(s):  
Social Network ◽  
Public Management ◽  
Middle Managers ◽  
Work Behavior ◽  
Innovative Behavior ◽  
Innovative Work Behavior ◽  
Positive Effects ◽  
Public Managers ◽  
Innovative Work ◽  
Career Motives

From theories on middle managers’ entrepreneurship in private organizations, it is known that the structural network position of middle managers influences their innovative work behavior. Our study investigates if in a governmental setting, the intra-organizational networking behavior of public managers has a similar positive influence on innovative work behavior. As networking mechanisms may depend on the particular context and organizational norms, we also investigate the influence of networking motivations. According to social network research in private enterprises, social network links can be used to advance individual careers. According to public management and Public Service Motivation theories, public managers have a collective orientation aimed at producing public goods. Therefore, we investigate if, next to intra-organizational networking, an individual career motive or a collective motivation for networking explains innovative work behavior. In a case study on public managers of a municipality in Mexico City, we find a strong influence of networking on innovative work behavior. We also find support for additional influences of individual career motives, but no evidence for collective motivations. Points for practitioners Intra-organizational networking of public managers leads to increased innovative behavior in a governmental setting. In addition, when aiming at increasing innovative behavior, individual career motives seem to have stronger positive effects than collective motivations (such as teamwork-related motivations).

scholarly journals Hubungan Kepribadian Proaktif Dengan Perilaku Kerja Inovatif Pada Generasi Millenial

2020 ◽  
Vol 8 (2) ◽  
pp. 181
Author(s):  
Dhien Amalia Putri
Keyword(s):  
Millennial Generation ◽  
Proactive Personality ◽  
Service Industries ◽  
Work Behavior ◽  
Full Time ◽  
Innovative Work Behavior ◽  
Goods And Services ◽  
Technological Developments ◽  
Innovative Work ◽  
The Individual

<em>The millennial generation is the generation that has dominated the labor market in recent years. This generation is being faced with various challenges due to technological developments that are happening.</em> <em>Current technological developments are forcing the players in the goods and service industries to innovate in order to be able to increase the competitiveness of companies. Innovative work behavior can be raised</em> <em>by individuals in several ways, one of which is with a proactive personality. This study aims to measure the</em> <em>relationship between proactive personality with innovative work behavior in the millennial generation. The study was conducted on 315 millennials who are full time employees in goods and services companies in the city of Surabaya. Innovative work behavior is measured using the Innovative Work Behavior Scale, which is proven to be reliable (α = 0.760), while the proactive personality is measured using the Proactive Personality Scale that has proven to be reliable (α = 0.734). The analysis in this study uses Pearson's Product Moment analysis with a significance value of 0,000 (p &lt;0.05) which shows the relationship between proactive personality and innovative work behavior in the millennial generation. These results indicate that the higher the proactive personality an individual has, the higher the innovative work behavior exhibited by the individual. The results of this study also found a significant relationship between sex, years of service and age on innovative work behavior</em>

High-performance work practices do much, but H.E.R.O does more: an empirical investigation of employees' innovative behavior from the hospitality industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Farrukh ◽  
Nabeel Yunus Ansari ◽  
Ali Raza ◽  
Fanchen Meng ◽  
Hong Wang
Keyword(s):  
High Performance ◽  
Psychological Capital ◽  
Work Behavior ◽  
Work Practices ◽  
Innovative Behavior ◽  
Content Type ◽  
Service Employees ◽  
Innovative Work Behavior ◽  
High Performance Work Practices ◽  
Innovative Work

PurposeDrawing motivation from Lawrence Bossidy's quote and leaning on the conservation of resources (COR) theory, in this study, the authors aim to investigate the role of high-performance work practices (HPWPs) and psychological capital (H.E.R.O) in employee innovative work behavior (EIB).Design/methodology/approachThe study is banked on a hypothetico-deductive approach. The relationships were measured by gathering data from 375 frontline service employees through structural equation modeling.FindingsThe study results indicate a positive impact of HPWPs on EIB. Moreover, the association between HPWPs-EIB is mediated by psychological capital (PsyCap).Research limitations/implicationsThe current study contributed to the innovation research stream by determining driving forces that encourage employees to exhibit innovative work behaviors.Originality/valueEmployee innovative behavior has become imperative for organizational survival and success in an ever-changing global business environment. Owing to this organizational significance, employee innovative behavior continues to gain burgeoning research attention. Despite the rising scholarly interest in studying employee innovative behavior, there is a dearth of knowledge about how innovation can be fostered at the individual level, particularly among frontline service employees. Hence, to bridge this research gap, the present study intends to analyze the influence of high-performance work practices on employee innovative work behavior, mediated by psychological capital.

Storytelling and innovative behavior: an empirical study in a Brazilian group

2017 ◽  
Vol 41 (8) ◽  
pp. 722-736 ◽  
Author(s):  
Fernanda Pauletto D’Arrigo ◽  
Eduardo Robini ◽  
Fabiano Larentis ◽  
Maria Emilia Camargo ◽  
Peter Schmiedgen
Keyword(s):  
Human Resource Development ◽  
Training Session ◽  
Work Behavior ◽  
Research Approach ◽  
Innovative Behavior ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Construction Of Knowledge ◽  
Innovative Work

Purpose The paper aims to identify the relationship between the use of storytelling and innovative work behavior (IWB) in organizations. Design/methodology/approach The research took place in a human resource development (HRD) training session for leaders of Alpha Group. In this session, storytelling was adopted to discuss innovation and IWB. Following the training, the leaders completed a questionnaire about the effectiveness of the stories for the construction of knowledge and IWB. Data were collected from 97 leading sectors. Subsequently, data analysis was performed to identify correlations between the aspects. Findings The paper provides empirical insights about the use of storytelling, the effectiveness of the stories, as well as their relationship with the innovative behavior of sectors leaders in a Brazilian organization. It has identified the relation between effectiveness of stories and level of innovative behavior. Research limitations/implications Owing to the chosen research approach, the research results cannot be generalized. Because it is a study of a single organization, the results concern to the reality experienced in the organization studied. Therefore, researchers are encouraged to test this relationship in other organizations to contribute to the discussion and practice of innovation in HRD. Practical implications Stories can contribute to innovative behavior, and innovative behavior contributes to helping understand the stories. HRD practitioners can provide the use of storytelling, combined with other forms of interventions, to enhance IWB to promote collaborative learning culture and work engagement. Originality/value Previous papers have identified the role of HRD in the development of IWB in organizations. Theoretically, previous papers have also highlighted that storytelling can be a tool for the development of innovative behavior. The paper empirically has tested these contributions, identifying emerging aspects of this relationship.

scholarly journals The Relationship between Organizational Culture and Innovative Work Behavior for Sports Services in Tourism Enterprises

2016 ◽  
Vol 69 (1) ◽  
pp. 53-64 ◽  
Author(s):  
Ersin Eskiler ◽  
Summani Ekici ◽  
Fikret Soyer ◽  
Ihsan Sari
Keyword(s):  
Organizational Culture ◽  
High Performance ◽  
Stepwise Regression ◽  
Work Behavior ◽  
Innovative Behavior ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Tourism Enterprises ◽  
High Performance Organization ◽  
The Relationship

AbstractThe innovative behavior of individuals in the workplace is the foundation of any high-performance organization, and thus a study on the factors that motivate or enable individuals’ innovative behavior is critical (Scott, & Bruce, 1994). Therefore, the aim of this research was to find the relationship between organizational culture and innovative work behavior (IWB) in tourism enterprises that market sports services. Considering the fact that IWB is crucial for tourism enterprises, exploring the factors that influence IWB could be beneficial. Correlation analysis revealed that IWB was found to be significantly correlating with cooperativeness (r=0.442, p<0.05), innovativeness (r=0.510, p<0.05), consistency (r=0.522, p<0.05), and effectiveness (r=0.554, p<0.05). Additionally, stepwise regression analysis, which was conducted to discover whether organizational culture predicts IWB, showed a significant model: F(2-131)=33.775, p<0.05. The model explained 33% of the variance in IWB (Adjusted R2=0.33). In general, our findings suggest that there is a relationship between organizational culture and IWB and that organizational culture significantly predicts IWB. As IWB is crucial for the enhanced performance and success of any organization, organizational culture should be organized in order to encourage employees in terms of IWB.

scholarly journals The Antecedents of Innovative Work Behavior: The Roles of Self-Monitoring

2017 ◽  
Vol 15 (4) ◽  
pp. 263-270 ◽  
Author(s):  
Jovi Sulistiawan ◽  
Nuri Herachwati ◽  
Silvia Dwi Permatasari ◽  
Zainiyah Alfirdaus
Keyword(s):  
Individual Differences ◽  
Work Behavior ◽  
Innovative Behavior ◽  
Self Monitoring ◽  
Innovative Work Behavior ◽  
Positive Image ◽  
Innovative Work ◽  
The Relationship

In this study, the authors examined why employees engage in innovative behavior even though innovation is a risky behavior. Employees tend to engage in innovative behavior since they expect positive image gains. Besides, employees tend to avoid innovative behavior because it forfeits their image inside organization (expected image risks). Furthermore, the willingness to engage in innovative behavior depends on individual differences. Therefore, the authors tried to examine the role of individual differences, drawing from self-monitoring theory. The surprising findings were the quality of relationship between employees and their peers did not affect employee image risk and self-monitoring did not moderate the relationship between expected image gain and innovative work behavior.

scholarly journals Effects of perceived role clarity on innovative work behavior: a multiple mediation model

2019 ◽  
Vol 55 (4) ◽  
pp. 457-472 ◽  
Author(s):  
Subhash C. Kundu ◽  
Sandeep Kumar ◽  
Kusum Lata
Keyword(s):  
Intrinsic Motivation ◽  
Job Involvement ◽  
Work Behavior ◽  
Role Clarity ◽  
Innovative Behavior ◽  
Bootstrap Analysis ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Impact

Purpose The purpose of this study is to assess the effect of perceived role clarity on innovative work behavior (IWB) through the mediation of intrinsic motivation and job involvement. Design/methodology/approach The data were gathered from 613 employees belonging to 196 organizations operating in India. Data were analyzed using statistical tools such as exploratory and confirmatory factor analysis, multiple regressions and bootstrapping via PROCESS. Findings Initially, the results of correlation and multiple regression analyses indicated that the perceived role clarity has positive relation with intrinsic motivation, job involvement and IWB. Further, bootstrap analysis revealed that intrinsic motivation and job involvement individually and serially mediate the effect of perceived role clarity on IWB. Research limitations/implications The study highlights the importance of the perceived role clarity in developing positive work attitudes and innovative behavior among employees. Self-reported survey and cross-sectional design are the limitations of the current study. Practical implications The study suggests that organizations should strive constantly to enhance perceptions of role clarity among employees so that they remain motivated and involved in their jobs and exhibit innovative behavior at work. Originality/value To the best of the authors’ knowledge, this is the only study to test the impact of perceived role clarity on IWB with the serial mediation of intrinsic motivation and job involvement.

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