A Multilevel Model of Employee Innovation

Abstract

Drawing from tenets of self-determination theory, we propose and test a multilevel model that examines the effects of employee involvement climate on the individual-level process linking employee regulatory focus (promotion and prevention) to innovation via thriving. Using data collected at three points in time from 346 participants in 75 groups, multilevel path analytic results demonstrated support for a positive indirect effect from promotion focus to innovation via thriving and a negative indirect effect from prevention focus to innovation via thriving. In addition, results showed a positive indirect effect from employee involvement climate to innovation via thriving. Perhaps most important, cross-level moderated mediation results demonstrated that employee involvement climate strengthens the relationship between promotion focus and thriving, which, in turn, positively relates to innovation. The theoretical and practical implications of these multilevel effects on innovation are discussed.

Understanding Employee Innovative Behavior and Thriving at Work: A Chinese Perspective

“…According to social cognitive theory, all individuals need to build positive resources to increase their adaptability . The literature supports the argument that thriving sparks innovative behavior (Amabile et al 1996;Carmeli and Spreitzer 2009;Spreitzer et al 2005;Wallace et al 2016). Moreover, it increases individuals' functionality and adaptability (Mumford et al 2002;Niessen et al 2012;Scott and Bruce 1994).…”

“…Shedding light on social cognitive theory, it expands the body of knowledge by theorizing that thriving at work depends on resources such as (a) work environment; (b) external social relations for positive effect on individual's innovative behavior. Embedding in such work environments allow individual to engage with more innovative behavior (Deci and Ryan 2000;Wallace et al 2016). Our results show that organizational practices are very important to direct individual energy, as they promote a sense of decision making, sharing of ideas, and discussion on how to move forward.…”

“…Although cumulative research shows that climate is an important predictor of innovation (Wallace et al 2016), we are not aware of any research examining the subsequent effects. We addressed the phenomenon that learning and vitality at work are influenced by external variables to generate innovation.…”

“…Similarly, we know very little about the contextual factors of thriving at work and innovative behavior, and few studies examined the positive relation between the two variables (Carmeli and Spreitzer 2009;Jokisaari 2013;Kark and Carmeli 2009). Therefore, the process through which thriving may influence innovative behavior is not yet clearly understood (Wallace et al 2016). We suggest that organizational support for innovation may be an important mediating mechanism that explains how a thriving workforce can be more encouraged to exhibit innovative behavior.…”

“…Previous studies have paid limited attention to thriving as a critical construct to promote innovative behavior (Porath et al 2008;Porath et al 2012;Wallace et al 2016). Thus, based on social cognitive theory, we used a theoretical model of thriving that provides a path towards innovative behavior.…”