scholarly journals Innovative Work Behavior: To What Extent and How Can HRM Practices Contribute to Higher Levels of Innovation Within SMEs?

2017 ◽  
Author(s):  
Joost Bücker ◽  
Eveline van der Horst
Keyword(s):  
Work Behavior ◽  
Innovative Work Behavior ◽  
Hrm Practices ◽  
Innovative Work

High-involvement HRM practices and innovative work behavior among production-line workers: mediating role of employee's functional flexibility

2020 ◽  
Vol 42 (4) ◽  
pp. 883-902
Author(s):  
Muhammad Yasir ◽  
Abdul Majid
Keyword(s):  
Empirical Evidence ◽  
Mediating Effect ◽  
Work Behavior ◽  
Substantial Contribution ◽  
High Involvement ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Functional Flexibility ◽  
Hrm Practices ◽  
Innovative Work

PurposeFollowing “AMO” framework and resource-based theory (RBT), the current study empirically examines the relationships between high-involvement human resource management (HI HRM) practices, employee functional flexibility (FF) and innovative work behavior (IWB). Furthermore, the mediating effect of FF has also been tested.Design/methodology/approachDescriptive statistics, correlation, hierarchical regression analysis, baron and Kenny, PROCESS Macro and Sobel Test approach were used on a sample of 894 employees of manufacturing concerns.FindingsFindings revealed a direct effect of HI HRM practices on FF and IWB. In addition, the results confirm that FF positively mediates between HI HRM practices and IWB. Furthermore, three dimensions of HI HRM practices, i.e. ability-enhancing (AE), motivation-enhancing (ME) and opportunity-enhancing (OE) HRM practices also predicted FF and IWB.Practical implicationsThis study not only offers the empirical evidence to validate the findings of past researchers, but also provide insight how HI HRM practices flourish the mechanism of FF in manufacturing concerns. Furthermore, this study highlighted some interesting facts that should be meaningful options for HR managers to enhance the level of employees' FF and IWB.Originality/valueAlthough the empirical evidence is well established that HI HRM practices have a substantial contribution for organizational performance, however, there is lack of studies that empirically examine the associations among HI HRM practices, employee's competencies and behaviors, as well as the mechanism through which HI HRM practices affect work related innovative behavior. Finally, in distinguishing from the past studies, this study explores HI HRM practices as an important predictor of FF in addressing the IWB.

Following the Ants

2017 ◽  
Vol 33 (6) ◽  
pp. 409-421 ◽  
Author(s):  
Anne B. Janssen ◽  
Martin Schultze ◽  
Adrian Grötsch
Keyword(s):  
Short Form ◽  
Supervisor Support ◽  
Proactive Personality ◽  
Work Behavior ◽  
Model Fit ◽  
Item Selection ◽  
Short Version ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
Two Measures

Abstract. Employees’ innovative work is a facet of proactive work behavior that is of increasing interest to industrial and organizational psychologists. As proactive personality and supervisor support are key predictors of innovative work behavior, reliable, and valid employee ratings of these two constructs are crucial for organizations’ planning of personnel development measures. However, the time for assessments is often limited. The present study therefore aimed at constructing reliable short scales of two measures of proactive personality and supervisor support. For this purpose, we compared an innovative approach of item selection, namely Ant Colony Optimization (ACO; Leite, Huang, & Marcoulides, 2008 ) and classical item selection procedures. For proactive personality, the two item selection approaches provided similar results. Both five-item short forms showed a satisfactory reliability and a small, however negligible loss of criterion validity. For a two-dimensional supervisor support scale, ACO found a reliable and valid short form. Psychometric properties of the short version were in accordance with those of the parent form. A manual supervisor support short form revealed a rather poor model fit and a serious loss of validity. We discuss benefits and shortcomings of ACO compared to classical item selection approaches and recommendations for the application of ACO.

How to Promote Innovative Work Behavior among Academics

2020 ◽  
Vol 24 (03) ◽  
pp. 569-583
Author(s):  
Salbeha Ibus ◽  
Eta Wahab ◽  
Fadillah Ismail
Keyword(s):  
Work Behavior ◽  
Innovative Work Behavior ◽  
Innovative Work

scholarly journals The Nexus between Team Culture, Innovative Work Behaviour and Tacit Knowledge Sharing: Theory and Evidence

2021 ◽  
Vol 13 (8) ◽  
pp. 4333
Author(s):  
Cem Işık ◽  
Ekrem Aydın ◽  
Tarik Dogru ◽  
Abdul Rehman ◽  
Rafael Alvarado ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Work Behavior ◽  
Frontline Employees ◽  
Innovative Work Behavior ◽  
Mediating Role ◽  
Team Culture ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
The Relationship

Tacit knowledge sharing is an essential intellectual capital for frontline employees in hotel enterprises. While the relationship of knowledge sharing with team culture (TC) and innovative work behavior (IWB) was investigated in the extant literature, little is known about the extent to which tacit knowledge sharing affects TC and IWB. In this regard, the purpose of this study is to investigate the role of tacit knowledge sharing in the relationship between TC and IWB. For this purpose, data were gathered from 360 department managers of Turkish 4–5 star hotels. The results were analyzed utilizing Smart PLS 3 using bootstrapping to determine the level of significance of the relationships between tacit knowledge sharing, TC and IWB. The results show statistically significant relationships between tacit knowledge sharing, TC and IWB. Moreover, tacit knowledge sharing has a mediating role in the relationship between team culture and innovative work behavior.

scholarly journals Examining the External Antecedents of Innovative Work Behavior: The Role of Government Support for Talent Policy

2021 ◽  
Vol 18 (3) ◽  
pp. 1213
Author(s):  
Zaisheng Zhang ◽  
Meng Liu ◽  
Qing Yang
Keyword(s):  
Behavioral Control ◽  
Resource Dependence Theory ◽  
Government Support ◽  
Work Behavior ◽  
Equation Modeling ◽  
Perceived Behavioral Control ◽  
Innovative Work Behavior ◽  
Innovative Work ◽  
The Relationship

The innovative work behavior (IWB) or creativity of employees is regarded as the key to the sustainable innovation performance of an organization. In the field of human resource management (HRM), the relationship between an organization’s high-performance work system (HPWS) and IWB has been studied extensively. However, the current understanding of organizational external antecedents is limited. Our paper focuses on an extra-organizational government support factor, government support for talent policy (GSTP). Similar to HRM policies within an organization, GSTP also has an ability–motivation–opportunity framework that may influence the IWB of employees. We integrate the resource dependence theory, institutional theory, and theory of planned behavior (TPB) to propose a theoretical model of the mechanism of GSTP influence on IWB. Using a structural equation modeling approach, we empirically verify the hypotheses in a survey dataset of HRM practitioners in 152 technology-based enterprises in China. The results indicate that the external antecedent, GSTP, positively influences the innovative attitude, subjective norm, and perceived behavioral control of HRM practitioners in the organization. Innovative attitude and perceived behavioral control completely mediated the relationship between GSTP and innovative intention. Moreover, there is a distal indirect effect between GSTP and IWB. The paper contributes to filling a gap in the innovation policy literature. In practice, both HPWS and individual employees should be concerned about the possible role of GSTP.

scholarly journals Innovative Work Behavior—A Key Factor in Business Performance? The Role of Team Cognitive Diversity and Teamwork Climate in This Relationship

2021 ◽  
Vol 14 (4) ◽  
pp. 185
Author(s):  
Nadežda Jankelová ◽  
Zuzana Joniaková ◽  
Juraj Mišún
Keyword(s):  
Business Performance ◽  
Main Tool ◽  
Work Behavior ◽  
Cognitive Diversity ◽  
Staff Perceptions ◽  
Innovative Work Behavior ◽  
Positive Effects ◽  
Key Factor ◽  
Innovative Work

The aim of our paper is to examine whether the support of innovative work behavior by management is positively related to business performance and at the same time, whether this relationship is mediated by the teamwork climate and cognitive diversity of teams. Cognitive diversity is defined as differences in knowledge and perspective, which arise from professional diversity and account for its positive effects. A teamwork climate represents staff perceptions of collaboration between personnel. Business performance is defined by the level of sales. Our sample consisted of 211 managers of companies operating in Slovakia, and data collection took place in the form of a questionnaire. The main tool for examining the mechanism of operation of the investigated relationships is mediation using regression analysis and the Sobel test to determine the significance of the indirect effect of mediation variables. The findings point to a significant direct relationship between the innovative work behavior of company employees and business performance. The intensity of this relationship can be partly influenced by promoting cognitive diversity, especially in the area of knowledge and ways of thinking. The significant role of a teamwork climate was not demonstrated in the examined model.

Sign in / Sign up

Export Citation Format

Share Document