Search results

The aim of this study is to examine the relationships between taking charge, bootlegging innovation and innovative job performance, and to explore the moderating roles of felt responsibility for constructive change (FRCC) and creative self-efficacy (CSE).

Data for this research was collected from 503 employees working in a chain company. Through a longitudinal study design, a three-wave survey with 397 valid data provided support for the proposed theoretical model.

The results maintain a positive association between taking charge, bootlegging innovation and innovative job performance, indicating the mediating effect of bootlegging innovation. Additionally, both the FRCC and CSE facilitate the indirect effect of taking charge on innovative job performance through bootlegging innovation. Furthermore, the integrated moderated mediation model analysis suggested that FRCC is more vital in improving employees' innovative job performance.

This research aims to break the black box between taking charge and innovative job performance, which has been relatively unexplored. Drawing from self-determination theory (SDT) and the proactive motivation model, the authors verify the bridge-building role of bootlegging innovation and the dual-facilitating effects of FRCC and CSE while employees conduct taking charge. This study’s results provide new insight for managers to foster, encourage and support employees' proactive behavior.

Drawing upon the literature on person-leader supplementary fit literature, this study aims to positions dissatisfaction with organizational performance as a difficult condition that moderates the relationship between leader-employee congruence/incongruence in creativity goal and employee innovative performance.

In this paper data were collected from 226 leader-employee dyads from several information technology companies in China. Polynomial regression combined with the response surface methodology was used to test the hypotheses.

Three conclusions were drawn. First, employee innovative performance was maximized when leaders and employees were congruence in creativity goal. Second, in the case of congruence, employee had higher innovative performance when a leader's and an employee's creativity goal matched at high levels. Third, dissatisfaction with organizational performance moderated the effect of leader – employee congruence in creativity goal on employee innovative performance.

This study enhanced theoretical developments by considering the importance of leaders' congruence with employees in creativity goal for the first time. Additionally, the research results provided better practical guidance for how to help employees recover from difficult condition and continue to participate in innovation.

This study analyzes the indirect effects of corporate reputation and social identity on innovative job performance, through organization engagement.

A single entity survey was conducted with the employees of a unicorn startup, which is the largest financial services startup (fintech) in Brazil, and the data were analyzed using structural equation modeling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA).

The results present empirical evidence that corporate reputation and social identity (employee-company identification) are able to stimulate innovative job performance, mediated by organization engagement. In addition to these symmetrical relationships, asymmetrically, combinations of these constructs with different education levels, age and tenure promote high innovative job performance.

The study has theoretical implications to the extent that the precepts of the social identity theory are observed, by verifying the direct influence of corporate reputation and employee-company identification on organization engagement. It also has implications for presenting an indirect positive effect of corporate reputation and employee-company identity on innovative job performance.

It contributes by providing subsidies for the company to find to keep employees engaged and prone to innovation, which represents an important managerial parameter and competitive advantage.

The literature points to the need to identify antecedents of innovative job performance. It is postulated that corporate reputation and social identity can indirectly reflect on innovative job performance, mediated by organizational engagement.

The purpose of this paper is to examine how temporal leadership relates to employee innovative job performance through pro-social rule breaking for efficiency (PSRB_E) and vigor. As such, it draws from both motivational and affective perspectives to investigate the way in which leaders manage employees' time to boost employee innovation at work.

This study adopts a two-source survey with coworker dyads from multiple organizations in China. Two hundred and three focal employees rated temporal leadership, time pressure and vigor. Each focal employee was rated by a coworker on PSRB_E and innovative job performance. Structural equation modeling (SEM) and bootstrapping techniques are used to examine the hypothesized relationships with the R package for latent variable analysis (i.e. lavaan).

The results suggest that temporal leadership positively relates to employees' innovative job performance through the mediations of their PRSB_E and vigor, respectively.

This study is one of the first that sought to understand the effect of temporal leadership on employee innovative job performance. It also casts light upon the motivational and affective mechanisms underlying such a linkage.

The concept of leader–member exchange (LMX) is well accepted in the service industry. This study examines how the quality of LMX helps hotels to achieve desirable outcomes, such as innovative behavior and job performance. The model was developed based on the LMX theory, and considers the relationship among the quality of LMX, employee engagement, innovative behavior and job performance.

The model was tested on employees of hotels in South Korea using a survey method. Data were analyzed using frequency, reliability, confirmatory factor, correlation and structural equation modeling analyses.

LMX significantly influenced job engagement and innovative behavior but did not significantly affect organization engagement. Job engagement significantly affected organization engagement and innovative behavior but did not significantly influence job performance. Organization engagement significantly influenced job performance but did not significantly affect innovative behavior. Job performance was significantly influenced by innovative behavior.

The findings of this study suggest that an immediate leader plays a critical role in fostering engagement, behavior and performance.

The current study is the first to use the LMX theory to develop and test a research model that accounts for the antecedents and desired outcomes (i.e. innovative behavior and job performance) of two types of employee engagement in the hotel context.

Recent research studies have increasingly suggested leadership as a major antecedent to encourage innovative work behavior among business employees. Empirical studies which investigated the influence of various leadership aspects such as style and ethics on employees' innovative performance and unraveled the mechanism through which leadership exerts its impact on employees' innovative work behavior were restricted. Thus, the purpose of this research was to investigate the relationship between ethical leadership and employees' innovative performance by focusing on the mediating role of two forms of the intellectual capital (IC), i.e. human capital and social capital.

Data for present research were collected through in person administered questionnaire-based survey from the managerial level employees of the targeted sample of the manufacturing firms. Furthermore, due consideration was given while selecting the individuals from R&D departments of these organizations, who were typically involved in knowledge-intensive jobs and where application of intellectual assets was needed.

Ethical leadership was observed as to positively influencing employees' innovative performance. Two forms of IC, i.e. human capital and social capital were observed as playing mediating role in the ethical leadership – employees' innovative performance relationship.

The contemporary research study adds value in the literature of the ethical leadership. The most imperative theoretical contribution of the present research study underlines the psychological process, i.e. IC by which ethical leaders encourage innovative behavior among employees.

As personalized work arrangements, idiosyncratic deals can activate employees’ energy and thus affect their innovative performance. The purpose of this study was to examine whether employee vitality mediates the relationships between two different types of idiosyncratic deals and the innovative performance of employees and whether the mediating effects are moderated by employees’ age.

Matched data were collected from 620 employees and their direct supervisors who work in two large Chinese technology R&D organizations.

Results indicate that two different types of i-deals (task and work responsibilities i-deals and flexibility i-deals) are positively related to the innovative performance of employees and that vitality mediates those relationships. Further, chronological age enhances the positive relationship between task and work responsibilities i-deals and vitality, and it enhances the indirect effect that task and work responsibilities i-deals relate to the innovative performance of employees through vitality. However, the results of this study indicate that the moderating effect of chronological age on flexibility i-deals and vitality, as well as the moderated mediation effects of vitality on the relationship between flexibility i-deals and the innovative performance of employees, did not meet the standard for significance.

Based on the cognitive evaluation theory, this study explores more deeply the mechanism by which task and work responsibilities i-deals and flexibility i-deals activate employees’ energy and thus influence their innovative performance. In addition, this study comprehensively considers the moderating effect of chronological age, an important demographic variable, on the mechanism of idiosyncratic deals.

The purpose of this paper is to examine the relationship between servant leadership, employee innovative behavior and knowledge employee performance in knowledge-based firms.

A quantitative approach was used to conduct the present study. The respondents were sampled from knowledge-based firms in Iran. Overall, 726 knowledge employees in 121 firms were selected using convenience sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items, and a structural equation model was employed for testing the hypotheses.

In the studied firms, servant leadership has a significant effect on employee innovative behavior. Moreover, the findings of this study show that firms that enhance their employees’ innovative behavior have higher knowledge employee performance.

The study was conducted in knowledge-based firms in Iran. Therefore, our conclusions may not be applicable to other countries. Future studies should be carried out with samples from other contexts.

We found that servant leadership is conducive to employee innovative behaviors, and this effect leads to high knowledge employee performance. Accordingly, knowledge-based firms’ leaders should encourage employees’ innovative behavior through stimulating employee thriving at work, supporting employees’ development and empowering them with decision-making discretion.

This study contributes to advance research on servant leadership literature by linking servant leadership to knowledge employee performance in knowledge-based firms through employee innovative behavior as a mediator.

The internet-based transition is the major trend for Chinese organizations with increasing demands imposed on their organization and management. As the organizational structures gradually improve flexibility, employees desire respect and development to a greater degree, which has given rise to a new leadership model-integrative leadership. This paper aims to investigate the impact of integrative leadership on employee’s innovation performance through a multilevel analysis.

This paper proposes the two situational factors employee psychological empowerment and human resource flexibility as the mediating factors impact the relationship between integrative leadership and employee innovation performance. Valid questionnaires were collected from 619 employees from 135 leader groups of High-tech companies in China.

The results show that integrative leadership has positive impact on employees’ innovation performance through its multilevel impacts on two mediation factors include psychological empowerment of employees and human resource flexibility.

This research used cross-sectional studies due to constraints of research conditions. The measurements of all variables are done simultaneously, whereas the effects of integrative leadership on the development of corporations should be presented in a dynamic process. Therefore, in the future research, vertical research design should be adopted to deeply explore the effectiveness mechanism of integrative leadership in the context of corporate internet-based transition.

In the internet era, leaders cannot blindly pursue organizational performance. They must establish a flexible organizational structure and institutions to provide a platform for employee development, and integrative leaders need to pay attention to inspire the potential of employees and stimulate the enthusiasm of employees.

This study investigates a new leadership-integrative leadership and the relationship between integrative leadership and innovation performance in the context of Internet-based transitional Chinese organizations, thereby making important theoretical contributions as well as offering practical suggestions for improving leadership efficiency and innovation performance.

The purpose of this paper is to investigate the mediating role of innovative behavior on the relationships between organizational structure, such as centralization, formalization, integration, and organizational innovation performance.

The authors collected data from 140 functional managers of manufacturing organizations in the Republic of Korea. The authors used structural equation modeling procedure to evaluate the validity of proposed hypotheses.

The results suggest that innovative behavior mediates the links among centralization, formalization, and organizational innovation performance. However, the findings indicate that innovative behavior does not mediate the relationship between integration and organizational innovation performance.

This work is the first to examine the mediating role of innovative behavior on the associations among centralization, integration, and organizational innovation performance.